The importance of the Director of Trasformation role

The world is changing!?!

Yes, the world is changing and will change, but it’s changing since every time, maybe today quicklier, suddenly, not always predictably, and, sometimes, not as we were expecting.


It’s evolution, it’s transformation.


In business the Director of Transformation role is crucial for driving organizational changes and
leading strategic initiatives to improve business evolution, optimization and performance.
My favorite key aspects and responsibilities are:

  1. Strategic Leadership: developing and circulating a clear vision for organizational change – aligned with business objectives.

Working closely with executive leadership, the DoT role is pivotal to shape the transformation roadmap, ensuring and supporting overall business strategy: focusing on people, process, tools, customers expectations, company DNA, values.
2. Change Management: leading large-scale change initiatives and managing complex transformation programs.

Ensuring change is delivered successfully and embedded sustainably, providing coaching and support to managers to help their teams navigate transitions, developing change management strategies and frameworks, identifying opportunities to improve people, processes, systems, and capabilities and providing clear leadership to drive transformation across the organization.

In my way

As a director of the orchestra, the DoT directs the music and challenges each player, making the concert successful.

In real business life it means showing the roadmap, building bridges and managing resistance, via a clear and open communication and leading by exemple.
And what about the day to day and real life? We know, it’s a matter of Program and Project
Management, Stakeholder Management, etc…
So…
Wath about Skills and Competencies?
Well, we could make a list: Strategic thinking and business acumen, leadership and communication abilities, Analytical and problem-solving skills, Programs/projects management capabilities, Financial acumen, etc…
I prefer to say that the Director of Transformation need to be able to navigate complex organizational dynamics: he/she serves as a catalyst for strategic change, working across the organization, close to the people to reimagine processes, leverage new technologies, and build more agile and efficient operating models.
And if we look to the challenges? Or better, how can the DoT face the challenges?
Here some ideas/solutions I have implemented in my professional life:

  1. Breaking down silos and encouraging cross-departmental communication
  2. Organizing workshops and brainstorming sessions that bring together diverse perspectives
  3. Implementing platforms for continuous learning and knowledge exchange around specific topics
  4. Building a culture of trust, openness, and share
  5. Encouraging a growth mindset and excellence among team members
  6. Promoting a sense of purpose by connecting innovation efforts to meaningful and positive impact

It can be a long list…
In conclusion, for me, it’s a matter of passion: passion for business, passion for people.

Having that, It’s easy to foster a culture of innovation and create an empowering environment, promote creativity, collaboration and knowledge sharing.
If I have to suggest my receipt, I believe we need to think to a transformation from within, and it will be:

  1. Give employees the freedom and resources to generate and pursue new ideas
  2. Encourage calculated risk-taking and view failure as a learning opportunity
  3. Celebrate and recognize innovative efforts, regardless of their outcome

People are the key for a real and positive transformation.

About the author

Giovanna is an accomplished business leader with over 20 years of global expertise in international multichannel retail, technology, and digital innovation, with a deep specialization in Fashion & Luxury and FMCG. Her career is defined by leading transformational change, driving performance, and optimizing operations within renowned multinational companies, all while steering diverse, cross-functional teams toward excellence. Her passion for both business and people fuels her belief that customer experience and brand DNA are the essence of success. Her secret to thriving in the corporate world? A relentless focus on the most valuable asset: people. Giovanna’s academic foundation in Political Sciences and Government from the University of Padova, in the historic Venice region, enriched her with a profound understanding of law, economics, philosophy, and languages. This broad education sharpened her intellect and critical thinking, shaping her into a leader with an open mind and an international outlook. Multilingual and multicultural, Giovanna speaks English, French, and Italian fluently for her professional life, Spanish with friends, and Venetian at home. Her life journey, having lived in Italy, France, and Malta, has fostered an adaptable communication style and a situational leadership approach honed through real-world experience, a commitment to continuous improvement, and a “test & learn” mindset. Her rise from a sales assistant during her university days to global leadership roles is a testament to her curiosity and unwavering drive for growth. Step by step, she has built a career founded on transformative results, creating high-performing teams and harnessing the power of multinational resources. Beyond the boardroom, Giovanna finds balance through trekking, jogging, and yoga, which she enjoys with her family and friends. Her solo pursuits of reading, chanting, and meditation nourish her spirit. A lover of red roses, dark chocolate, and fine wine—especially from Italy and France—she delights in travel, culinary arts, and exploring local cultures and traditions.