As services globalization picks up more and more steam, new positions begin to appear in the organizational lexicon. Last year I wrote about the importance of anointing a global services leader to lead strategy and govern the full range of globalization activities at the top of the house. However, the ultimate success of any services globalization program rests almost exclusively on each initiative's transformation leader — the individual who implements a new model in such a way that it is cost effective, palatable to his customer base and commercially viable, and truly represents a positive change in the way the organization works.

Given the complexity of services globalization, the transformation leader is not merely a re-treaded IT geek whose universe is restricted to his systems implementation consultant and his boss. Nor is he an organization “change” catalyst without portfolio, often housed in the strategy or HR departments, with deliverables that are vague and immeasurable. The services transformation leader has deliverables, measurements and deadlines, and must be a true organizational change agent, requiring extensive interpersonal and relationship-management abilities, a strong sense of the customer, an unprecedented commercial mindset, negotiation skills, some level of process mastery, program-management precision. In short, a corporate renaissance man with both right and left brain abilities.

At the moment, executives have no credentialing, test protocols, or standard job specification to follow when searching for the transformation leader who can succeed in changing the way the organization works. And, as yet, there is no bespoke association or roundtable supporting the needs of these latter day supermen.

Since the transformation leader role is not currently part of the job description lexicon of human-resources consultants, there isn't an institutional view of the conditions, characteristics and skill sets that support success in the role. But sufficient war stories abound, suggesting a list of the most critical success factors for any professional brave enough to serve as a transformation leader.

Take history lessons. Corporate reactions to change evolve very slowly. Every organization institutionalizes derailers of change initiatives. Prepare by devising a campaign based on learning from the past, tapping into corporate memory, and adapting response models that have a track record. This is a time to build on past experience, not to adopt a “not invented here” attitude. The best lessons come from failed initiatives.

Build the base! The success of complex organizational initiatives is based upon the development of and adherence to a good battle plan designed to marginalize complaining. This means aligning with supportive internal customers, isolating the so-called “loyal opposition,” and ring fencing the activities of those who are actively working against the transformation.

Cultivate respected champions. No transformation leader can have too many friends at executive and business-line management levels. Identify respected corporate opinion leaders cum fellow travelers — executives who take the long view, who are prepared to defend global delivery when the going gets rough.

Manage by fact. Corporate managers are a predominantly left-brained tribe, so start off by dimensioning the current and future states in concrete, measurable terms. Base all discussions and responses on as many descriptors as possible, such as minutes on hold, missed payments, days past due, dates of occurrence. Fighting with fact diminishes the impact of perception.

Staff the right team. This is no time to reward loyalty or park under-performers in yet another corporate program. Put biases and friendships aside, develop the right set of roles and responsibilities, and get the right mix of skills on board. Balancing team members with institutional knowledge and outsiders with a fresh approach is important. And don't expect effective double duty from those in existing delivery roles. During a period of change, business as usual becomes more difficult for those in operating roles. Asking them to take on transformation or transition roles as well is a recipe for pain and suffering.