- What works for large enterprises may not work for mid size organizations! The business transformation professional need to understand what approach suits your organization!
- Business Transformation professional will need vast experience in leading or handling complex change in in different situations across atleast few different sectors and corporate cultures.
- The Business Transformation professional should stay focused on delivering measurable and sustainable results.
- For Business Transformation to be sustainable, the professional leading the change should approach it holistically, rather than as a mere process change. Aspects such as leadership on-boarding, internal mass-communication campaigns, long term transformation roadmap, up-skilling, process re-design, data analysis, automation, process training, on-going process audits and regular reporting should all be integral part of the Business Transformation. If the transformation is of a very large scale, then the entire program office (PMO) should be managed the Business Transformation team.
- The Business Transformation professional should be a hardcore change agent at heart. One who is used to working by rolling up his/her sleeves.
- Now, that’s not just it. He/She has to understand ‘Strategy Execution’, “Digital Business Model’ & ‘Customer Experience’ well enough to make your business transformation efforts futuristic and fruitful.
- Business Transformation professional shouldn’t thrust any specific methodology such as Lean, Six Sigma, Theory of Constraints, Balance Score Card, TRIZ, etc. Instead, use he/her expertise in these areas to do what is relevant your business!
What got you here, won’t take you there!
If you continue to use the current methods & processes in future, leave alone growth, you can’t even sustain your current position in market. Transformation is a continuous process and the cornerstone of transformation is to become ‘future fit’.
Business Transformation is all about change, be it manufacturing or services such as Banking & Financial Services, Telecom, Outsourcing & IT. Many times organizations know what needs to be transformed and by how much. They even know how to execute the change. Ironically, it never gets accomplished. And if it gets accomplished, the change hardly survives a year. This is a combined failure of change leadership, project management, organization’s culture, quality of solution, incentives, lack of interest, process failure, technical knowledge, competition, external conditions, regulation, etc.
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