3 Strategies That Will Deliver A Successful Organisational Transformation
Usually, when businesses explore organisational transformation, they focus on the process rather than how to make the hard decisions and investments needed to achieve results.
Business leaders have to identify the right solutions and guidance when considering implementing change. The primary purpose of transformation is to increase performance. And that requires for the transformation to create the conditions for growth and maintain relevance to audiences.
There’s a wealth of material describing how to implement a successful transformation. But not so much about the significant indicators of successful transformation.
Here are a few strategic factors:
The appropriate leadership mindset
Objective and constructive challenge - of everything
Clear and agreed definition of the challenge and the desired outcomes
The insights - critical truthful data on the current reality - establish what data is missing
A structured program that the critical stakeholders own
A complete approach to the reality of any change - from audience centricity to a culture of performance and from signs of achievement to digital and data strategy. Everything is connected.
Work collaboratively with those that need to eventually execute the transformation.
Those with decision and investment power fully engaged throughout
Practical deliverables that translate the thinking into equipment for execution
In general, only approximately 20% of transformations are successful!
Whatever the reasons for the lack of discussion on these topics, we’d like to fill the information gap by drilling down on three clear signs you’ve implemented successful organisational transformation.
ONE - Customer Expectation, Adoption, Retention and Trust
In many cases where transformation has failed, customer attitudes have been a significant factor, proving once again that the customer is probably always right. Like it or not, the customer is always in charge.
The customer has the buying power that will signal whether or not there’s transformational success or failure.
In the case of wholesale transformation, the experience will almost certainly be different. So it’s possible that the customer needs time to adapt. This is especially true with digital transformation, the adoption of new digital channels, and the impact of increasing automation.
Some customer success factors:
Consistent and improving experience across all channels
Rewarding and valuable return on their time
As seamless a buying process as possible
Access to information on their terms and through their preferred channels
Promises kept
Evidence that they are making the right decision - trust and references
All your people understand they are part of delivering customer satisfaction
When customers lose trust in your brand and vote with their feet, you have to assume your transformation still needs work. When your customer base expands consistently and increases after transformation, you can conclude that the process has been successful.
TWO - Happy Teams and Systemic Integration
Nothing is more frustrating or challenging for a leader than attempting to transfer their vision and enthusiasm to resistant team members.
This happens when strategies and plans for change are developed remotely from those directly involved.
When the overall vision for transformation is unclear, and the rewards and benefits of getting fully behind the change are shrouded in mystery, teams can struggle to grasp the purpose and intention behind the changes.
Leaders have to be clear about the benefits and advantages of implementing change. Employees must understand and experience these benefits as close to a genuine reality, even while evolving the transformation process.
Some cultural change success factors:
The leadership walking the walk
A well-defined expression of what the vision means in reality for the people
Investment in the intangible and tangible levers of change
The principles and values are not simply repeated and printed on walls but are lived and breathed by those setting the example.
The managers, leaders and workforce collaborating in everyday work
Celebrating successes
Rewards directly linked to cultural imperatives and established norms
Everyone is very clear about their roles
Consequences - both positive and negative - for everyone’s behaviour - are well understood and applied.
Getting the culture right involves so many things working well together.
Three - Increased Performance
Performance in all forms is an outcome - the result of getting organisational transformation right.
Happy teams and delighted consumers are the most significant contributors to a successful transformation - the outcome is directly reflected in the performance scores.
Performance success factors:
Processes and systems designed to achieve strategic goals as well as improved performance for people
The tools and techniques in place for effective and efficient collaboration and workflow
Quality of business information is accessible for decisions to be made
A clear and meaningful strategic blueprint that explains the vision, mission and plan is widely available and understood
Stable and safe environment for conversation and debate about the daily to and fro of business life.
A strong working relationship between the leadership, the management teams and the workforce to remove the artificial barriers of divisions or departments
A constant assessment of the health of the strategy and the motivation and energy of the people to deliver.
Growth, Margin and Revenue are highly dependent on the satisfaction of people and consumers.
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