Insights - leading organisational transformation

There is a way every organisation can unlock new opportunities and become reference model in their industry. Embark on a purpose driven mission with a positive impact on customers, stakeholders, employees, the environment and the society. Meet performance goals and stay ahead of the competition. It’s the profound need to reinvent oneself. All while keeping in mind how important it is to translate this belief into a coherent basis for conversation and learning with your leadership group.

In order to embark on a journey of performance improvement, successful transformations should start with clear, consistent, and ongoing direction-setting initiatives. Also, there is an essential role attributed to every responsible leader: turning separate initiatives into a balanced, integrated program of change.
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Transformational change is by its nature iterative. Although its phases overlap and interact, sequence does matter. Therefore, a general road map may help managers plot their course or identify missed turnings that may be slowing progress.
  • 1. Direction setting: analyze both marketplace, competition and organisation features, reach a common vision and begin to identify the actions required to make the vision a reality;
  • 2. Process design: translate the change vision into a much more specific set of performance objectives. Key activities in this phase include: create a change organisation (the group must include well-respected line and staff executives each with the depth of personal commitment to risk their careers in order to ensure a successful outcome), quantify specific performance objectives, map objectives to organisation units and design performance-improvement approaches.
  • 3. Performance improvement: core process redesign efforts may take anywhere from six months to two years for full implementation, though substantial results can be realized in the first year.
  • 4. Realignment: performance-improvement efforts inevitably bring to light the size and shape of organisational barriers. They also help clarify how an organisation must evolve to institutionalize or "lock in" the new capabilities that have begun to develop.

We hope this roadmap sketch will help you create a consistent plan for transforming your organisation. Do not hesitate to open a conversation on guidelines for focus, balance, and integration. We’re here to support you in this exciting and challenging journey.
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