Telecom & Technology Consulting
Every day in countries around the world, organizations are planning business transformations or executing on their vision. They’re attempting to enter new markets. They’re looking to speed up processes. They want to go from product-based offerings to a service-based model.
But no matter the goal, no matter the power of your strategy, the transformation won’t deliver desired results if underlying processes are broken, outdated, or ill suited for the task at hand.
The problem isn’t the plan – it’s how you approach the transformation. If you don’t change how the business operates, the transformation won’t be successful. You need a refreshed way of conducting business, one that aligns the transformation strategy with execution.
Tech leaders aren’t naïve; they understand the root issues that hinder transformation, be it too-many-cooks-in-the kitchen decision-making, lack of prioritization, limited resources, and cultural resistance. Too often, unfortunately, these roadblocks are ignored, or leaders allow their confidence to overshadow their awareness that current systems inherently can’t support the transformation effort.
It’s time to change how you approach these projects. First, and most importantly, stop treating transformation as if it’s a one-time project. Transformation doesn’t have a finish line. Real transformation is how you do business every day, over the long run.
Sustainable transformation is a company-wide effort, which means eliminating silos and involving every department. If the initiative only sits in one department, it will be disconnected from the rest of the business. Every employee needs to be aware of the transformation; they need to be aware of its rationale and why it benefits the company.
Also identify the gap between strategy and execution, and take steps to close the hole. The gap begins to open when the actual work doesn’t align with the strategy. Teams are typically so caught up in normal routines that they’re unable to step back and reflect if their work is accurately connecting to the strategy.
Another mistake is tracking progress but not performance. Leaders must obviously assess if work tasks are completed on time, within the budget. Yet too much focus on those results often means forgetting to measure if they actually delivered what’s essential for the transformation.
Deliverables, in themselves, don’t necessarily equal progress. Rather than measuring activity, you must measure outcomes, and if those outcomes sync with the promise of the transformation.
“Transformation” has certain connotations that, justifiably, make the idea feel daunting. Every merely discussing the possibility of major change naturally causes stress and uncertainty. Doubt creeps in: “There’s no way we can pull this off successfully.” People anticipate difficulty: “We don’t have the resources to do this.” Skeptics rear their heads: “This seems like a waste of time and money – we’re doing fine as it is.”
But forecasting doom and gloom isn’t only negative and unhelpful, it’s perceiving the potential transformation as much more complicated than it is in actuality. Transformation doesn’t add more work to your plate. Rather, you’re only adjusting processes and functions to align with the new vision of the business.
Besides, business transformation is a competitive imperative for today and the future. Don’t cling to current processes just because “that’s the way we’ve always done it.” Leave the past behind and get started on your new vision.
