Business transformations happen in all companies in the modern world, whether they are small or large, in one industry or another, in one or the other part of the world.
The only difference is that some companies make transformations happen, while some companies manage transformations.
Managing business transformation means thinking deeply about something you want to see in the future in your company, then thinking about how to get there, what skills, knowledge and capacities you need in your organization for that, in what organizational culture you can achieve it, what is the path that needs to be taken, what are the milestones on that path and what should be clear indicators of success on that transformation path at the operational level.
🔹How do initiators of transformations often think along that path:
"Let's go, we'll see how it goes along the way" - there is no deep reflection at the beginning on the topic of what the transformation should bring us, but it is started on the basis of a general idea without elaboration
"Who better than ourselves can direct us to do what we have imagined" - there is a belief that the transformation will succeed if we lead it ourselves, not considering that "fresh eyes" and different views on business than established ones are necessary for the transformation to be high quality designed and implemented
"We know so much about our business, there's no way we won't succeed in the transformation we want" - we forget to deal with what are the new competencies and capacities we need along the way and rely on what we currently have, not understanding that it is often necessary for a successful transformation requires something quite different from that
"Organizational culture - ok, we'll deal with that later, first let's take care of how we're going to deal with business" - we see organizational culture as a "light" topic and we don't attach much importance to it, and it's the key to success or failure on the transformation path
"Okay, well, we'll see how it goes, it's important that we go towards what we want" - we don't decide how we will evaluate whether we succeeded, whether we are satisfied with what we got as a result of the transformation, and then most often we become dissatisfied because we did not establish a measure of success at the beginning
"We don't have to tell everyone in the company about the changes that are in front of us, they will see that things change when it comes to them" - we assume that people will easily accept the changes or we think that some people will not even feel them, which is a big mistake because the company , whatever it may be, is the system of connected vessels and nothing stays in one place but spreads throughout the organization uncontrollably if those who manage the transformation do not deal with quality and timely communication of all changes"
❔ When you are facing a small or large business transformation, first ask yourself a question and answer honestly - do you say or at least some of these sentences go through your head?
If the answer is yes, think about it carefully because you definitely want that transformation to succeed!
If we want business transformation to be successful, it needs to be carefully managed
