BUSINESS TRANSFORMATION

You are a business executive and seem to be hitting against the wall with everything you do in an ever changing environment. This is the age of disruption in every industry and the incumbents are being hit hard by challengers.  Business volatility is unprecedented. And whether the causes are new technologies and digitalization, globalization, blurred industry boundaries, regulation, energy dynamics, or other factors, the message is clear: transformation isn’t an option, it’s a business imperative. Forward-thinking companies are launching transformations even when they dominate a market, retooling themselves so they stay ahead. We define transformation as a cross-functional effort to alter the financial, operational and strategic trajectory of a business, with a stated goal of producing game-changing results.  Unfortunately, More than 70 percent of major change efforts fail due to a slew of reasons. 

 

With your traditional ways, your revenues are at risk. You will need to be much bolder and more ambitious. You are painfully aware of the massive shifts, yet you have not  adapted to them. A growing and fast-moving ecosystem of digital and fast moving players are starting to nibble at your franchise. The board feels anxious about what no longer seems to be a marginal threat. It worries that management has grown complacent. Scenarios that once appeared improbable are becoming all too real, prompting boards and CEOs of flagging (or perhaps merely drifting) businesses to embrace the T-word: Transformation.

Here is the value proposition offered:

  • Transformation Catalyst – draw on deep expertise and experience in transformation, to pull on strategy lever, operational lever or organizational lever, all with the aspiration of significantly improving the performance of the business. Re-asses goals, re-energize leadership, re-align governance, with forward –looking risk mitigation to ensure high-level confidence to deliver results

  • Transformation Initiative Office (TIO) – ensure optimum structure, orchestration and enabling of TIO that will be less focused on control, metrics, tracking & reporting, but more focused on capability building & coaching in the delivery of transformation into the organization, with focus on value, process and people.

  • Transformation Co-creation – use tested & proven proprietary problem-solve co-creation exercise called Co-SPIN, for new opportunities to emerge with collective power of teams that unleash innovative insights, cohesive teams & faster results. Successfully used in value-proposition design, business model innovation, customer-experience design, digital / business transformation initiative design.

  • Transformation Organizational Change - Successful organizations are agile and focused, with the right leaders in the right positions. They have strong change management capabilities, and the flexibility to embrace new ways of working in an age of constant digital disruption and high-paced evolution. Winning organizations have high-performance cultures that engage and inspire their employees—and they align all functions to a winning strategy.

But where do you start?

Transformation is perhaps the most overused term in business. Often, companies apply it loosely—too loosely—to any form of change, however minor or routine.  What we’re focused on here a transformation with a capital T, which we define as an intense, organization-wide program to enhance performance and to boost organizational health. When such transformations succeed, they radically improve the important business drivers, such as topline growth, capital productivity, cost efficiency, operational effectiveness, customer satisfaction, and sales excellence. Because such transformations instill the importance of internal alignment around a common vision and strategy, increase the capacity for renewal, and develop superior execution skills, they enable companies to go on improving their results in sustainable ways year after year. These sorts of transformations may well involve exploiting new digital opportunities or accompany a strategic rethink. But in essence, they are largely about delivering the full potential of what’s already there.

So, such transformations have to start with re-imagining the value proposition and rethinking the business model that creates, delivery and capture the value while being extremely customer-centric to every sliver in the value-chain.

3 Axes of Transformation

Axis 1 - Top-down Direction Setting

Axis 2 - Cross Functional Redesign

Axis 3 - Bottoms-up Performance

What is YOUR story?
  • Laggard
  • Point of departure
  • Traditional practices
  • Business with local or regional strategy and reach
  • Business with global presence
  • Leader
  • Point of arrival
  • Innovative practices
  • Business with global strategy and reach
  • Business with specific regional strategy and reach
Current State
Future State

TOP-DOWN

DIRECTION

SETTING

  • Tell Stories that matter

  • Re-imagine your value-proposition and business model

  • Create focus

  • Develop conditions for performance improvement

AXIS 1

We define a transformation as a profound change in a company’s strategy, business model, organization, culture, people, and processes. A transformation is not an incremental change but a fundamental reboot that enables a business to achieve a sustainable quantum improvement in performance, altering the trajectory of its future. Successful transformation normally requires rapid short-term improvements to the bottom line to establish traction and position the company to win in the medium term. At the same time, companies need to build the right organization and culture to achieve sustainable results over the long term. All these changes must happen in parallel.

For the leadership of business, the imperative to change is a given; how the leaders respond to this imperative is not. Those who stand out from the pack quickly define a bold transformation ambition and then move forward to energize the organization, prepare the program, and drive the transformation. Through quick and decisive actions—while time, the board, and investors are still on their side—the leadership can seize the opportunity to lead a transformation and put their company on the right trajectory for success.

STRATEGY

* Define your ambition, purpose and value

* Decide where to play and how to win

* Determine specific strategy elements to optimize

RETHINK OPERATING MODEL

* Accountabilities

* Organization structure

* Governance

*Operations

* Capabilities

* Infrastructure

* Performance

* Culture

EXECUTION

* Define the transformation 

road-map

* Implement the road-map

* Deliver capability building plan

* Role-model and reinforce key behaviors

* Implement performance management and feedback loops

* Mitigate risks

© 2019 by iJOT Productions.

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