Far too often, business transformation efforts concentrate on adding "technology" and re-engineering processes without sufficient understanding or focus on the people side beyond headcount reductions. For over 25 years, since spending nearly two years around W Edwards Deming in grad school, I've been involved with process design/improvement in manufacturing, in service industries, in sales, in marketing and more recently on the talent and people side. Process effectiveness is a necessary building block for any successful organization but this is a paradoxical arena laden with myopic people blindly following methodologies, often creating hope and activity but with minimal long term results and accomplishment. Consciously developing processes and then improving them whether for making something, planning a strategy, hiring, developing a product line ... Is a necessity in sustaining success. The nature of this activity has changed given the increasing unpredictability and complexity. In addition, the monumental increases in data and the technology to make use of the data has matured greatly.To understand how to improve and optimize organizations in the 2020s, we believe the solutions most often lie in the ability to balance purpose, culture and even mindsets with an optimal structure of people, processes, technology and data. This is best accomplished by evaluating predicted and actual results in a multi-dimension way. You evaluate based on your purpose and vision. You evaluate experientially (customer, employee, business partner…). By experientially, we mean by evaluating and giving voice to the customer experiences, employee experiences, business partner experiences and often other stakeholders. Finally, to be sustainable, you, of course, need to evaluate financially. With the continued increases in complexity and unpredictability, leaders who understand themselves (self-awareness) and understand their teams are far more effective in this environment. These 2 requirements are necessary but not sufficient conditions for success. Other leadership competencies involve the a continuous improvement mindset, thinking agility, the ability to grow others and serve as a catalyst for learning (leading learning) and results agility. These are factors that we have outlined as the Growth Leadership Framework.