Here's how you can effectively manage change and lead your organization through strategic transformations.

The starting point for any transformation or change management is to conduct through analysis on the organisation assessment as to where we stand today. Best tool is SWOT, industry analysis ,competitor analysis but equally importantly is to assess how the organisational resources are currently aligned and what changes are needed to align with transformation journey

Organizations exist for people, not the other way around. Therefore, it is critical to invest in people with any change. This starts by gaining an understanding of how the change will impact employees. Set-up a Planning Committee. Be certain to include diverse members from each department impacted and that they are afforded equity of voice and impact. A by-product of this approach just may be easier adoption of the change through a cultivated advocacy network.

All the matters was transformation is to believe in the strategy document that you created, onboard people who believe in that strategy, and execute on it and not waiver. Measure the transformation effects on the bottom line of both revenue, cost an impact of culture to the organization. We leaders fail, and this is seen in healthcare. It may not be popular, but you must have the stomach as a leader to carry through the transformation and stick with it. In my view, this is the problem in healthcare where we know the solution is prevention and not Band-Aid chronic care. Everyone has paid in the system, propagates the ongoing status and shut out transformation.

One best practice I use: during the first phase of transformation, ask team members one on one to describe the culture. No prompts, just simply ask and listen. Listening is the most important aspect. From here, you can begin to understand the current culture and potentially gauge how radical of a transformation is needed.

Organization requires strong leadership, transparent communication and active stakeholder engagement. Understanding Organization Long-term Goals and Objects and align the strategic transformations. Evaluate its capacity, (Finance, Human, Assets, Knowledge/Skills and Time) Prioritize clear and transparent communication to ensure everyone understands the vision and goals. Employ a collaborative approach, actively involving stakeholders at all levels to foster a sense of ownership and commitment. Provide continuous support, training, and resources, to help teams adapt to new processes and technologies. Create and maintain flexibility to adjust strategies based on feedback and evolving circumstances,

Based on my experience, making processes visual significantly increases the chances of success because: 1. It enhances clarity, making it easier for stakeholders to understand the current state, desired future state, and the steps needed to get there. 2. It ensures that all team members and stakeholders have a shared understanding of goals, strategies, and progress, fostering alignment and collaboration. 3. It boosts engagement and facilitates more dynamic discussions. 4. It improves communication, as visuals transcend language barriers and convey ideas more effectively than text alone.

Just communicating the vision in organization is not going to help. Its tremendously important to communicate about how can employees make their contribution towards achieving that vision and what they get in return. Very important is to identify the employees at different hierarchy levels who will act as "drivers" or "boosters" to achieve the vision. These are the employees who have real solutions and achieve real results. Get their buy-in! Its a myth that corporate vision will benefit each and every employee. With transformation there are going to be "losers". Be real and communicate it honestly to them.

After the diagnosis of the organization, we have a detailed and precise view of the real situation of the company. Based on the results obtained and future challenges, we can define a vision for the company. This vision must be unifying, motivating, inspiring and realistic. It's important to take the time to explain the vision to company staff. Then, we can organize activities such as meetings, team building and reflection days outside the workplace to discuss the vision. Discussions are important moments which allow us to listen, to involve, to take into account everyone's point of view and to encourage staff support for the new vision. This approach is also useful for facilitating change management within the company.

Managing change and leading strategic transformations requires a visionary approach. Here’s how to create the vision of a future your team can get behind: Craft a Clear Vision: Develop a compelling future picture aligning with your organization's values and goals. Communicate Transparently: Share the vision through town halls, Q&A sessions, and regular updates. Empower Leaders: Equip leaders with tools and training to drive change. Provide Resources: Offer tailored training and resources. Celebrate Milestones: Recognize achievements to boost morale. Adapt and Iterate: Continuously assess progress and make adjustments. By following these steps, you can effectively manage change and lead successful transformations.

Vision: The Guiding Star of Change. A clear vision serves as a beacon, guiding your organization through the transformation journey. By investing time in crafting a compelling vision, you provide a clear destination and a powerful motivator to keep your team engaged throughout the change process. Key points on crafting a vision. Focus on the Future: Describe the desired future state of the organization after the transformation. Simple and Clear: Keep it concise and easy for everyone to understand. Emotionally Engaging: Use vivid language and imagery to evoke positive emotions. Action-Oriented: Frame the vision in a way that inspires action and commitment.

In my experience, a good strategic roadmap should ensure that there are quick wins in the plan. With large scale transformations, there is often a downside of long implementation cycles which can impact team morale and stakeholder involvement. Quick wins are great way to build momentum, bring the org together and foster cross-functional collaboration.

Now is the time for strategic planning. After a detailed diagnosis and a clear vision, we can project ourselves from the current level (starting point) to the desired level (arrival point). By remaining aligned with the previously defined vision, it's possible to develop a detailed strategic plan which will include all the stages with a clear objective. This plan will also present all the needs necessary for its implementation. When presenting this strategic plan, we must ensure that the teams understand the issues and, above all, all the steps to follow to achieve the final objective. A discussion can also take place in order to encourage the support of all staff for the new strategic plan.

Um plano estratégico bem elaborado serve como uma ponte sólida entre o estado atual da organiza??o e a vis?o futura. Ao definir objetivos claros, desenvolver planos de a??o detalhados, alocar recursos de forma eficaz e estabelecer medidas de desempenho, a organiza??o pode navegar com confian?a em dire??o aos seus objetivos. A transparência, o engajamento da equipe e a capacidade de adapta??o s?o fundamentais para o sucesso dessa jornada.

Traditional planning must be evaluated, documents that very few read and that are almost never executed, but above all, that do not consider the transition from the current state to the desired one. Strategic planning must include the triple strategic constraint of organizations, their capacity, their market, and the management attention necessary to improve the organization in a focused set of tactics.

Actually, I disagree to this point of engagement. Over the years, we have made it the responsibility of the management to drive engagement case you want people in the organisation to bring about change and drive better outcomes. In my view, if the vision is clear, and we have a strategy around it, and we able to communicate it clearly to our teams - they would be engaged and towards achieving it. They are not like a toddler who needs to be engaged throughout the day, otherwise they will get bored. Instead of engagement, I feel it is all about inclusion and respect, which are more important when we are talking about successful teams are working towards achieving the common goal aligned to the vision of the organisation.

Communication is key. Respect of each and all team members provides the prerequisite for to engaging the team and motivating them to contribute their thoughts and efforts.

In my experience, engagement is critical to success. Engaging the team is not only those directly involved but those functions, roles, and stakeholders indirectly impacted as well. Use engagement not just for execution, but for creative ways for continuing to refine the solution and problem solve; collect feedback to increase buy-in, support, and advocacy; and build awareness and promote continuous, ongoing communications and growth to name a few. Approaches: >> Cross-functional or integrated project teams >> Open forums >> Communication platforms & tools >> Roadshows >> One-on-one interviews and support >> All hands >> Interactive workshops >> Team building >> Train the trainer/on the job shadowing

I’ve often found that teams work against their micro schedules and goals and aren’t involved enough when it comes to understanding what the actual goal of the Organisation is and what it really is selling to customers. Every part of the org benefits from a holistic understanding of this, be it engineering, customer success or something else, even when or especially when there is no direct customer touchpoint for these departments.

Executing the transformation there need to be certain ingredients present, which are, full executive support in all aspects, management infrastructure in terms of detail tracking of numerous initiatives, method to keep the metabolic rate of delivery up, the why need to be crystal clear, every initiative owner need to deliver as part of the initiative the changes associated with the initative

Executing changes during an organisational transformation is a critical but often challenging step. Consider establishing a dedicated change management team to oversee the implementation and address challenges. Strong leadership is crucial for a successful execution as leaders would need to champion the change, demonstrate commitment and be visible throughout the process.

A execu??o é onde o planejamento estratégico se transforma em realidade. Para garantir uma implementa??o eficaz, é crucial manter a comunica??o clara e constante, estar preparado para ajustes, resolver problemas rapidamente e manter a equipe focada e motivada. Celebrar pequenas vitórias e liderar pelo exemplo s?o práticas essenciais para inspirar e manter o ímpeto durante a jornada de transforma??o. Ao seguir essas estratégias, você pode conduzir sua equipe de maneira eficaz, garantindo que a vis?o estratégica seja alcan?ada com sucesso.

Executing change is where strategy meets reality. From my experience, this phase demands agility and adaptability. It's about translating plans into action while staying aligned with our strategic vision. Effective execution hinges on clear communication, swift problem-solving, and fostering a resilient team spirit. Celebrating milestones fuels momentum and sustains morale. Leading by example is crucial—demonstrating commitment and passion inspires others to embrace the journey.

Execution is definitely important, but let's not forget about the power of taking thoughtful pauses and reflecting strategically. In our rush to implement changes, we sometimes miss the chance to recalibrate our approach. Being flexible is key, but so is taking the time to check if we're actually making progress towards our goals.

To sustain processes and strategies after implementing a new strategy, organisations must establish a robust framework for continuous improvement and adaptation. This includes setting up regular review cycles to assess progress and make necessary adjustments, ensuring that performance metrics and KPIs are closely monitored. Maintaining open communication channels with all stakeholders is crucial to address any concerns and gather feedback. Providing ongoing training and development for employees helps them stay aligned with new processes and technologies. Additionally, fostering a culture of innovation and flexibility encourages the organisation to adapt to changes and seize new opportunities, ensuring long-term success and sustainability.

I always believe that what can be monitored, can be measured, and what can be measured can be improved. To sustain progress in the workplace, leaders must focus on building systems and mechanisms that can ensure long-term success. Sustainability is key as any team in the beginning will have high momentum but over some time they need a system that should ensure that all execution challenges are addressed through proper tracking and the necessary course correction is done from time to time.

Ensure the teams and organization is future-ready: this would mean having the ecosystem and resilience in place through infrastructure to deal with the crisis before it happens or when it happens unexpectedly. Eternal vigilance in terms of organisation and team trajectories can go a long way in preventive and detection strategies which are the most cost effective methods for dealing with crisis and brining about transportation.

In my experience, I came across a few "transformation" plans and here the main points to consider. Leadership commitment, communication (Transparency is key), recognize and reward employees who are embracing the new behaviors and processes, provide ongoing training and development opportunities to help employees understand and implement the changes effectively, continuously gather feedback from employees about the changes, take time to celebrate successes along the way. I wish all companies going thru a transformation will follow such simple steps and use real data for measurement of the plan. Fix a timeline is always very important. This give the investors more assurances of the transformation company plans.

Any change big or small must be driven by a need for the change. Understanding and analysing the need with proper documentation and deliberation will go a long way in achieving the strategic goal behind the change.

Drive innovation and creativity within your teams and organizations. Before transformation comes chaos and the ability to navigate the chaos comes from allocating the required resources and having the right people in the right places.

Executing change can be a difficult task but even moreso when influential team members and managers are not engaged. Understand the Root Cause. Conduct one-on-one conversations to understand their concerns. Communicate the Vision. Clearly articulate the benefits and tailor your message to address the influential members and managers. Involve key influencers early on in the process. Seek their input and assign them roles or tasks that leverage their strengths and influence. Offer training, resources, and support and sddress any skill gaps or fears. Showcase early successes and quick wins. Use these successes to build momentum Monitor progress and provide regular feedback. Remain patient, persistent, and adaptable in your approach.

Strategy as an executive can be really challenging, you need to listen and deliver to all kind of stakeholders Here’s 5 advices from my personal experience: 1. Motivate everyone. Show them a clear vision of the future ahead if we succeed 2. Make everyone feel important. To embrace change, people need to feel that all tasks are important in a team that unites for a goal. 3. Implement as soon as you can with calculated risks. Start with 20% of time and money and see how it evolves. 4. Stay adaptable. Be prepared to adapt as circumstances evolve, strategy is about flexibility to change while on the go 5. Be open, warm, and tolerant. Stay supportive providing a genuine clear feeling about performance