3 Key Factors for Business Transformation
#turnaround #inova??o #transforma??odonegócio #artigo #opini?o
During my professional career, I became aware of difficulties faced by companies in terms of achieving success in business transformation projects, because companies do not prioritize key factors in this construction process.
Having in mind that innovation, as a response to competition, is fundamental for this transformation and that without innovation, business development, the economy as a whole, and the civil society will be at risk, I see that, when this transformation moment is inevitable at organizations – and, to a large extent, technology is its major ally –, many professionals fear losing their space. This, because there is a sensation that structural changes will cause dismissals. However, I point out that after such transformation, the "New" will generate content for all who will perceive benefits such as greater quality of life and time optimization.
Regarding the management of such transformation of people involved in this change process, I realize that some factors are required to achieve the target and would like to share 3 of them with you today. The first is that the team must have the same spirit and a clear purpose to be aware of the benefits that will be generated so that, in addition to conducting the project, they may also be influencers in favor of the initiative with other employees.
Of course, not always is it possible to have an equalitarian energy, but, in the projects I have developed, I had excellent professionals focusing on the same purpose. Sometimes, we had to work on weekends and I always counted on their participation and efforts. All of them were team members and felt as such, which leads us to the second key point: You can only conquer team members if the environment is collaborative. Employees must feel part of the project, without a command and control management. You must be flexible for the process to flow. You have to organize some meetings even without the presence of the leading manager, so that the most hesitant players will feel at ease to propose an excellent strategy.
The third element refers to being open to difficulties that have emerged or might emerge on our way. This may seem a cliché, but it is actually in adversity that we see an opportunity to look at problems naturally or to make adjustments to a process. Difficulties happen. They are inevitable. We must not only be open but also transparent in our expectations, costs and unforeseen situations that require attention. Not always do we find perfect solutions. However, finding alternative paths that might benefit all and provide clarity in this communication is a key factor.
There are other issues to be considered in turnaround projects, but I intend to propose them soon in a new text.
What about you ? Have you ever participated in a change process in your professional career ?
About me
Finance Executive with solid experience developed in national and multinational companies in the Services and Industry segments. I have already had a key performance in the management and development of areas such as Administrative/Finance, Controlling, Accounting, Tax/Fiscal, Costs, Financial and Strategic Planning, Human Resources, Treasury, Credit, Compliance, Internal and External Audit, Risk Management, Information Technology and Security, Legal, Investor Relations and Business Development. I am a specialist in corporate turnaround, start-up and new business, with solid national and international experience in process consolidation, corporate restructuring and reorganization. I have studied Economics and Business Administration at the University of Würzburg, Germany; Extension course in Strategic Finance, IMD (Switzerland) and in Customer Focus, Harvard Business School (USA).