It isn’t easy… but it is essential.

Transformation may sound like a “buzzword” that you hear all the time, but it is something that is often misunderstood. Even if you’re the leader in your industry, and stand out among your competitors, you will not stay that way without transforming yourself to thrive and dominate in a changing landscape.

Transformation is a project… a special kind of project.

Business transformation is more than just scope, cost and schedule… it is actually similar to many personal human endeavors.

Say you would like to lose weight… it involves holding the mirror up to yourself, having a goal in mind, understanding a reasonable pace to change your lifestyle, then making and committing to the the necessary long-term changes to reach your goal.

Ultimately, transformation should be adaptive, sustainable, and deliver visible & measurable results.

Why do transformation & organisational change programs fail so often?

As with any project, the main root cause of failure is always the same… people! There are the usual suspects: executive sponsorship, stakeholders, requirements, communication, etc.

But the real cause of transformation failure is when organisations fail to recognise that there is no “quick fix”. Sustainable change requires:

  • Vision

    • a clear vision of what you want to achieve, and the value it will deliver.

  • Strategy

    • a strategy which defines what you want to prioritise and what you value most.

  • Commitment

    • firm and unwavering commitment of the organisation to embrace change - from top to bottom - stated boldly, and repeated often.

  • Planning

    • a well thought out plan, with clear scope, clear objectives - fully assessing risks, impacts and dependencies across all Five Dimensions (People, Process, Technology, Governance, Culture)

  • Execution

    • safe, on-time, on-budget implementation, over-communicating to every stakeholder (convincing them of the value, providing training & support, etc.) and managing transition / go-live in a methodical way.

  • Steady-State Operation

    • measuring success and driving continuous improvement opportunities into your regular corporate planning cycle.

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