Transformation work is BIG work. Sometimes the most complicated step is getting started because, as a leader, you recognize the need to overhaul substantial parts of your business (strategy, operating model, experience, technology, processes, people, culture, etc.), but determining your starting point can be overwhelming and costly.
In most cases, investment is required on the front end to achieve efficiency, savings, and long-term impact. You also realize that bringing your team along the way is challenging. It can be daunting because you’re ultimately leading an organization or group of people who need to think, strategize, operate, and work differently – much like learning to use inline skates when you’re used to roller skating.
If you’re contemplating a significant transformation project, below are a few helpful tips to get you started:
- Assign an owner to lead the transformation and determine key cross-functional stakeholders impacted by the shift required for the company – clear ownership and integration across functions will result in better accountability, execution, and outcomes.
- Involve HR leaders in the ideation and planning phase, not after the plan has been baked. People, culture, performance management systems, and desired behaviors are the cornerstone of successful transformation projects.
- Clearly define your value agenda to determine your north star. Assess where you are today versus your north star. Build an actionable roadmap with performance measures. Definitive and detailed steps with measurement will successfully get you to the end of your transformation journey.
- Plan deliverables in chunks and phases. Determine what needs to be solved today as Phase 1 and what needs to be solved over the next two-three years based on your transformation timeline.
- Overhaul and stop painful processes. Evaluate processes across ALL functions, prioritize which processes are critical to creating competitive advantage, and enable or impede successful transformation. Create new processes where needed – remember you can’t fix every process simultaneously.
- Communicate, communicate, and communicate. Inform stakeholders and shareholders up and across the organization, define the why, and clarify personal impact, desired outcomes, and progress.
Strategic Transformation & Operational Excellence Executive – Propels companies to break-through performance in business strategy, sales growth and operational excellence
1 年Hi Kim, Great article! I think your point about assigning a dedicated owner is often overlooked. Too often an owner is assigned, but that owner is not the right owner. Sometimes it is because they are unclear on their duties, or they lack the right level of authority or influence or maybe they are just not the right person. Regardless, the fate of the transformation depends on this choice which is often made more by who is available, versus who is the right person. Thank you for sharing!!!
Empowering HRs With A One-Stop Solution For Employee Benefits | Founder | Driving Retention & Positive Employee Engagement | Now in Australia
1 年Insightful post. As you rightly pointed out, not everyone responds to the same approach, and it's important to be aware of this and adjust your style accordingly. This is particularly relevant in today's diverse and fast-paced work environments, where approaches need to be flexible and adaptive to meet the needs of different companies and teams.
Public and Government Affairs, People and Culture, Supplier Impact, Community Relations, , Human Resources, Organizational Development, Continuous Improvement, Strategic Leadership
1 年I love this. You make a process that is highly complicated and complex appear manageable. I know there is a whole lot in there. But this sounds doable for sure. You’ve aligned these steps in such a thoughtful way. Thanks for your insight and for sharing!
Latin America & Caribbean HR Director | Strategic Leader | Expert in Talent Strategy, Culture & Leadership Enablement | Delivering Business Impact I Culture Agility I Talent Development I MBA I INCAE
1 年Kim, great guide to get focus on the phases to implement transformation projects ?? love it!
You have communications which is great! But, deeper is to involve your comms professional in the process from the start. Communications is part of the process - not the end product of the process. Many people forget this. It's too late to bake a change plan for comms at the end - let us help you communicate along the way. The biggest part of any transformation is building the "desire" from, and within, the organization to change and that starts from the beginning.