Every transformation journey starts with a dream – but dreams don’t drive change. Reality does.
Once you’ve described where you want to go (your Desired State), it suddenly becomes much easier – and much more useful – to pinpoint what’s actually holding you back.
So here we go: Current state – let’s search for the good old SWOT template. NOT!
This isn’t about writing a laundry list of problems or conducting a full-blown SWOT analysis. It’s about getting laser-focused:
- What are the biggest gaps between your current reality and your vision?
- What’s causing the most pain or friction right now?
- If you could only fix one thing, what would move you closest to your desired state?
Let’s get specific, get honest, and get ready to bridge the gap.
Why Analyse the Current State After the Desired State?
Most transformation journeys start with a vision- the desired state – but real progress depends on understanding where you are today. Defining the current state after the desired state may feel counterintuitive, but it’s essential: only by knowing your destination can you meaningfully assess the gaps, obstacles, and pain points that must be addressed.
If you start with the current state, you risk letting today’s constraints limit your ambition. By anchoring first in possibility, you ensure your analysis of the current state is purposeful: you’re not just cataloguing problems, you’re identifying what stands between you and your vision.
How to Identify Your Current State
The current state is a focused snapshot of how things *really* are right now, specifically in relation to your desired future. It’s not a full as-is report or a SWOT analysis. Instead, it’s a concise, honest look at:
- What’s holding you back from your vision?
- Where are the biggest gaps between today and your desired state?
- What’s causing the most frustration or pain?
- If you could change just one thing, what would it be?
Here’s how you do it step by step:
1. Compare Directly to the Desired State
Start by asking: How does my current situation diverge from my desired state? List the most significant differences. These are your key pain points and barriers.
2. Focus on What Hurts Most
Generic statements like “We lack direct communication” aren’t enough. Dig deeper: What’s the real, tangible impact – what’s the actual pain?
Ask the Hard Questions:
- What is hindering me from reaching my vision right away?
- What generates the most pain or frustration in daily operations?
- If I could change just one thing, what would make the biggest difference?
3. Stay Focused
Don’t try to document everything. The goal isn’t a comprehensive audit, but a clear articulation of the most important gaps between your current and desired states. This clarity will guide your next steps and help prioritize your actions.
4. Check for Common Pitfalls
- Too vague – If your statement could apply anywhere, make it specific to your reality.
- Too negative – If it’s just a list of complaints, clarify the real barriers and impacts.
- Too safe – If it only highlights minor issues, dig deeper for the big blockers.
- Too detailed – If it reads like a process map or includes metrics, zoom out to focus on the essentials.
Skipping or Rushing the Current State Analysis
Pitfall: In the rush to get started, teams sometimes skip the current state analysis entirely or treat it as a box-ticking exercise. This leads to solutions that don’t address root causes and ultimately fail to deliver meaningful change.
How to avoid: Invest the time to thoroughly understand and agree on your current state before moving forward. Remember: you can’t plot a route without knowing your starting point.
Vague, Generic, or Overly Broad Statements
Pitfall: Using statements like “We lack collaboration” or “We’re not data-driven” doesn’t clarify what’s actually broken or what needs to change.
How to avoid: Be specific and concrete. Focus on observable facts, pain points, and real-world consequences, not just buzzwords or general frustrations.
Uncontrolled Venting or Blame-Shifting
Pitfall: Current state workshops can devolve into sessions of venting or finger-pointing, which distracts from identifying actionable problems.
How to avoid: Keep discussions focused on facts and impacts. Encourage constructive honesty—describe what’s happening, not who’s at fault.
Documenting “How It’s Supposed to Work” Instead of Reality
Pitfall: Teams sometimes describe processes as they exist on paper, not as they actually happen day-to-day.
How to avoid: Insist on capturing the real, lived experience. Ask, “What actually happens?” rather than “What should happen?”
Ignoring Context and Root Causes
Pitfall: Focusing only on symptoms (e.g., “delays in delivery”) without digging into underlying causes (e.g., “lack of real-time maintenance data”) leads to superficial fixes.
How to avoid: Probe deeper. For every problem, ask “why?” until you reach the root cause.
Overcomplicating or Over-documenting
Pitfall: Trying to map every detail leads to analysis paralysis and a bloated, unreadable report.
How to avoid: Focus on the most important gaps and pain points—what’s truly blocking progress toward your desired state.
Lack of Alignment or Shared Understanding
Pitfall: Different stakeholders have different views of the current state, leading to misalignment and friction during change.
How to avoid: Involve a diverse group in the analysis and validate findings with those who do the work. Ensure everyone agrees on the key issues before moving forward.
Let’s look at what typically goes wrong – and how to steer clear.
Case Study: Strong vs. Weak Current State Statements
Example 1: Collaborative Culture
Desired State: “Our teams work across departments without silos, sharing knowledge proactively and co-creating solutions that drive innovation and efficiency.”
Weak Statement: “We lack collaboration.”
Why it’s weak: Too generic – doesn’t clarify what’s really broken or what the consequences are.
Strong Statement(s):
- “Teams rarely interact outside their own departments.”
- “Information is hoarded, not shared.”
- “Most projects stall because no one knows who owns what.”
Why it’s strong: These statements are specific, observable, and highlight the concrete barriers to collaboration. They make it clear where action is needed.
Example 2: Innovation Culture
Desired State: “Our teams have the autonomy and resources to experiment continuously, turning innovative ideas into market-ready solutions at a pace that keeps us ahead of competitors.”
Weak Statement: “We’re not very innovative.”
Why it’s weak: It’s vague and doesn’t reveal what’s holding innovation back.
Strong Statement(s):
- “Teams are overloaded with operational tasks and rarely have time for experimentation.”
- “New ideas are discussed informally but seldom receive funding or leadership attention.”
- “Employees feel their suggestions are overlooked, and most innovations never move beyond the concept stage.”
Why they are strong: This highlights the specific blockers – lack of time, resources, and support – that prevent innovation from thriving.
Example 3: Data-Driven Decision-Making
Desired State: “Our teams seamlessly integrate data into daily decision-making, leveraging real-time insights to anticipate customer needs and optimize business performance.”
Weak statement: “We don’t use data enough.”
Why it’s weak: It’s imprecise and doesn’t help identify where or why data isn’t used.
Strong statement(s):
- “Data is siloed across different departments and systems, making access slow and cumbersome.”
- “Most decisions are made based on intuition or outdated reports rather than real-time data.”
- “Teams often wait days for the information they need, causing delays and missed opportunities.”
Why they are strong: These statements pinpoint the real issues – data silos, slow access, and reliance on gut feeling – making it clear what needs to change for true data-driven decision-making.
Final Thought: Why the Current State Matters
The current state is not just a list of problems – it’s the foundation for meaningful change. By honestly assessing where you are, in direct contrast to where you want to be, you set the stage for focused action and real transformation.
Understanding your current state is the bridge between vision and action. It provides:
- Clarity: You see exactly what needs to change, not just what could be improved in general.
- Focus: You avoid getting lost in minor issues and concentrate on what truly matters for transformation.
- Momentum: By identifying the biggest pain points, you can target early wins and build confidence in the change process
Don’t hide behind vague phrases. Get specific, get real, and get ready to move forward.
Now that you know where you are and where you want to be, it’s time to get to the fun part and design your path to your vision – and figure out how to bridge the gap.
Next up: Spotlight on: Objectives.
