Categories: Best Practices, Leadership, PMOs, Portfolio Management, Program Management, Strategy, Transformation
The Secrets to Business Transformation Success
In the world of business transformation, there is usually a lot of enthusiasm surrounding the start of the transformation among the team.
But it quickly gets crazy and stressful thanks to tenders for third parties, recruitment, preparation for executives’ meetings, changes, wish lists, vague strategies and aggressive key performance indicator promises already made to the board.
Typically, the transformation team has a list of to-dos and we go running around building the empire around achieving them—and off goes the train.
Some of the pitfalls that transformation teams fall into are:
Assume success: Business transformation is usually about a list of changes we make to the business—whether with systems, people, processes, strategy, or all of these. We build the portfolio, write the briefs for our third parties, start the projects and setup the meetings and steering committees.
We plan our work with success in mind. But what if that doesn’t happen?
When we don’t account for failure it means we don’t really have the recovery mechanism in place both at the human and team level and at the tactical level.
That leads us to the second pitfall.
Inability to stop and reflect: In transformation, there is a lot at stake. That means a lot can go wrong quickly—and the trust that the transformation team once had can be put to the test.
Because there are a lot of moving parts—and what you knew at a point in time may not be as valid or as accurate as it is at a later point—time to reflect and adjust course is essential.
At the end of the day, these teams work for their customers and when the customer needs change, so should the direction and the approach that the team takes.
Can’t or won’t say “no”: In successful and strong transformation teams, the ability to say “no” is crucial. That does not mean rejecting business requests, but rather working to prioritize and justify why things can or can’t be done.
Not understanding the capacity available can put the transformation team at risk. Senior managers and executives often look for a sounding board and an independent review of what might be possible. Don’t be shy to speak your mind and seek to understand and learn.
Transformation is about saying “no” as much as it is about saying, “Yes, we can.” It’s important to keep the organization honest to its true ability to implement change and work together with your customers to create something that works.
And finally, during a transformation it’s important to stay humble and always seek to learn. Don’t let your ego stand between you and a successful business transformation. But that’s another topic for another day.