For Transformational change to be successful it requires a sense of urgency or a clear purpose that staff want to align behind.

The COVID-19 crisis and the current business climate has shook the economy. Businesses may be in survival mode requiring hard re-structure and divestment; taking opportunities to become disruptive in new markets; or preserving what they have through cost optimisation and cash generation.

Now is the time to iterate urgency and show purpose as all effected businesses will need to consider a process and organisational re-fresh to embrace the new work from home norm whilst maintaining a team ethos.

To step forward and prosper, businesses will require an understanding on how their financials fit and some accounting wizardry to isolate and model impacts of creating additional capital and optimise the cost:income ratio.  Any new budget targets will require planned operational change to ensure they materialise without unforeseen consequences.

 

There may be a requirement for a technology rethink to replace legacy systems that are no longer fit for purpose. However, new systems are expensive and should be built around new customer expectations and process needs and not replicate old habits.

 

Whatever the change, for it to be sustainable it will require an alignment between strategy and customer need.

It will require staff involvement to standardise and streamline processes to create ownership, remove silo’s and ensure alignment to customer expectations.

It will require the organisational structures that ensure clarity of role and expectations and the creation of high performing teams that have the ability to flex based off changing demand profiles, alongside tooling and the ability to measure performance and continuously improve. It will also require a cultural bedrock that both empowers and maintains appropriate levels of control.

​

For full transformation we recommend a framework of:

• Develop

• Discover

• Design

• Test

• Implement

Ensuring that the work covers

• An understanding of current and future state customer expectations

• The development of high performing teams and alignment of KPI’s across the business

• An organisational refresh ensuring team sizing, role alignment and skills

• Engagement of staff to own and develop the process, creating acceptable empowerment and ownership

 

Pre-COVID these elements formed a ‘self-correcting’ system which provided business agility and created c20% capacity, with increased urgency or purpose you can only imagine the new level this measure will achieve

 

If you wish to discuss how this agile self-correcting transformation system might work in your organisation then please contact us for a no obligation discussion