Who let the organization's CAT (Change And Transformation) out of the bag

Change And Transformation (CAT)

Organization change strategy - for whatever the reasons, need not always leads to organizational transformation. Some changes can be transitional. Take this example of outsourcing : Outsourcing with just body-shopping is not transformation. Outsourcing with the entire work taken out and given to a captive ODC and vendor is a transformation which needs to integrate, monitor and govern the new operation model.

The transformation has change which has impact on the organization at many levels and scope. It can be for the entire Organization model, Governance, all Functions, Quality and process. This means rationalizing, redesigning, aligning the entire organization structure, roles, responsibilities, functions, operations and governance into new operating model meeting the business goals and objectives.

Those sort of impact from a change sometimes leads to organization transformation. Such transformation need to have a carefully designed strategy, adequate planning and well governed execution. The aim is simple - ensure the organization, people, process work to achieve the changes smoothly and achieve the expected outcome with efficiency and minimal losses or disruption of business as usual (BAU).

The objective of a transformation can be strategic in order to scale, and improve business by attaining efficiency, quality and growth. This may need change in organization size, location, tools, skill, resource, partners etc to change or increase the mentioned factors to achieve the strategic goals. Transformation success is determined by the realization of the goals or ROI.

CAT should meet 3 S for success

Change And Transformation to be successful should follow the 3 S principle. It should be Simple, Specific and Suitable. What does the 3 S mean when attempting to achieve or execute a Change And Transformation? That is where most change and transformation strategies fail in not addressing or understanding it.

Any transformation plan which has multiple levels, dependencies and too many impacted elements across a vast range of operational, logistical and functional scope is not well planned and difficult to execute. It has failed the fundamental principle of Keep It Simple and Short.

When clarity, completeness of correctness is missing in identifying change, impact, ownership, resources and outcomes the plan and strategy has lost it focus or rather it becomes vague. That is what we mean by being Specific. Tell clearly WHO does, WHAT, WHEN, HOW AND WHERE.

The most important element of transformation is ensure that the adopted model, methodology, tools, skills, strategy, objective are Suitable for the organization in its environment and competitive scenarios. Falling for buzzwords or trends which are not evaluated for its suitability for the organization, its domain, its available resources, budget, operations and objectives can be even more disastrous.

The CAT or Change And Transformation if follows the rules will be well managed otherwise it will be like the cat out of the bag and well out of control and caught in the open leading to failure and lost advantage or even competitor taking advantage and entire strategy failure.

SIMPLE, SPECIFIC AND SUITABLE, CHANGE AND TRANSFORMATION Strategy is important for success.

?Other wise the CAT will definitely be out of bag/ control of the organization and its management and can ruin the entire journey.