Are you set for Transformation?
Initiating organizational transformation is a difficult decision.
For most, it is hard to even accept it as inevitable.
It is natural to gravitate toward maintaining our status quo or hide behind the safe havens of our comfort zones. But, in order to accomplish an organizational transformation, you first need to do some serious organizational introspection. Evaluate your organization’s characteristic. Reflect against followings:
- Fluid priorities and frequently shifting deadlines.
- Falling behind competition without any justifiable reasons.
- Precipitously finding skills/knowledge of existing employees significantly short for your futuristic dynamic growth dreams.
- Sluggish execution of significant growth projects.
- Reeking joint irresponsibility among the top team.
- Prolonged unorganized series of deliberations on critical organizational issues.
- Too many meetings with an unrealistic focus on business realities.
- Excessively fortification against any logical business expansion risk.
- Holding tight on margins of errors.
- Unable to attract star professionals from market.
- Assuming large mass of average performers as your fate.
- Unenthusiastic about integrating new technology initiatives.
- Trapped in same growth cycle for sometimes and happy about it.
- Highly centralized at top. Every decision needs final approval.
- Taking Silos / functional empires as acceptable phenomenon.
- Helplessly being manoeuvred by few critical dominating senior professionals. .
- Lots of time invested in crisis resolution and unproductive activities.
- When you exactly know “what”, but unable to envisage the “how” part.
- Apparent complacency and indecisiveness prevails in the culture.
- Every time team fails to meet the budgeted monthly business targets without any palpable rational
- Decision making grinds to a halt in absence of senior functional leaders.
- Customers appreciates your intentions but unhappy about your actual services/products.
- You unconsciously become slave of a habit of convincing self by blaming external environment for slow growth.
- When you genuinely believe that your strategies and capabilities are ill- aligned.