{"id":12657,"date":"2015-05-08T13:22:16","date_gmt":"2015-05-08T18:22:16","guid":{"rendered":"https:\/\/blog.planview.com\/?p=12657"},"modified":"2020-02-25T13:26:05","modified_gmt":"2020-02-25T19:26:05","slug":"beat-the-transformation-odds","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/beat-the-transformation-odds\/","title":{"rendered":"Beat the Transformation Odds"},"content":{"rendered":"

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If\u00a0you\u2019re currently considering or have already taken on an organizational transformation,\u00a0this research from McKinsey<\/a>\u00a0provides useful insights to triple your odds of success.<\/p>\n

Substantial organizational change comes with a chasm of risk; however, McKinsey\u2019s report\u00a0suggests\u00a0a repeatable formula to help you cross safely. Following their recommendations can increase your success rate up to 79%, based on the results achieved by the executives who participated in this survey.<\/p>\n

Four Game-Changing Focus Areas for Transformations<\/h3>\n

Here are the four key areas that McKinsey identifies as being critical to transformation success:<\/p>\n

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  1. Communicating Effectively:<\/strong>\u00a0Consistent communication from senior managers \u2014 especially about progress \u2014 is the number one contributor to successful transformations. This type of communication is even more effective at the enterprise level.<\/li>\n
  2. Empowering Employees:<\/strong>\u00a0You\u2019ll need a strong team of the right employees who support your transformation goals as much as you do. Senior management shouldn\u2019t carry it all on their shoulders. Clearly defining roles, responsibilities and outcomes upfront increases accountability for initiative leaders \u2014 making success nearly four times as likely.<\/li>\n
  3. Leading by Example:<\/strong>\u00a0Being actively involved and engaged with your employees means walking in step with their contributions. When senior managers and initiative leaders spend more than 50% of their time on the transformation, success is twice as likely.<\/li>\n
  4. Continuous Improvement:<\/strong>\u00a0Nearly 40% of executives said they wished they had spent more time preparing for continuous improvement. Specific actions, such as connecting strategy with daily work and enabling teams to deliver customer value more effectively, link to an organization\u2019s long-term health.<\/li>\n<\/ol>\n

    Why Inject Lean Into the Transformation Mix<\/h3>\n

    While reading McKinsey\u2019s report, I couldn\u2019t help but think how the\u00a0Lean transformation model<\/a>\u00a0mirrors their research. Lean embodies\u00a0the same four principles, focusing\u00a0on continuous improvement as a\u00a0way to sustain changes so that they become the new norm.<\/p>\n

    At the heart of Lean is a people-based system. The success of any transformation depends on the engagement of\u00a0every<\/em>\u00a0employee in the process. Successful transformations require frequent, ongoing communication at and between all levels of the company, with the goal of creating a single, focused team. Just like a sports team has multiple players, each having their own role and responsibility for the team\u2019s success, companies are no different. Business teams are made up of members and coaches, each requiring constant communication to and from each member.<\/p>\n

    For any team to get started, they need to understand the team goals and the game plan. This includes the strategy of how the team will win. Once on the field, the players are constantly identifying and adjusting the specific tactics each team member must execute. The same is true for business teams. The business game plan and the strategy for success need to be communicated by the executive leadership team \u2014 the \u201ccoaches.\u201d<\/p>\n

    In Lean, team members are empowered to take on the \u201chow\u201d of executing the work. To do this effectively, however, it\u2019s important for leadership to explain the \u201cwhat\u201d and the \u201cwhy.\u201d Understanding why it matters to the company gives teams the context they need to make better decisions and achieve business goals.<\/p>\n

    Showing someone how to do something is always better than merely telling them. This is also the role of leaders involved in any change initiative. All too often, verbal instructions open themselves up to multiple interpretations; however, when you show someone through your actions, a much clearer, memorable interpretation follows. As leaders and coaches, we must reinforce changes by showing our teams what we expect \u2014 commonly known as \u201cwalking the talk.\u201d Leading by example isn\u2019t always easy, but it\u2019s much more effective.<\/p>\n

    In the McKinsey research, many executives reported that even if their companies transformed many times the change didn\u2019t take hold. No one wants to do the hard work it takes to change only to fall back into old behaviors and patterns. But if\u00a0new behaviors and fresh\u00a0thinking\u00a0aren\u2019t constantly reinforced \u2014 and woven\u00a0into the\u00a0cultural fabric\u00a0\u2014 then we\u2019ll likely return to what\u2019s comfortable.<\/p>\n

    I strongly believe that the effective use of technology is an often overlooked component of transformation success that can help it \u201cstick.\u201d While technology alone can\u2019t transform your organization, it can positively reinforce the changes you\u2019ve introduced. The right software should provide a visual environment that \u201cshows\u201d and engages people in the new way of working. It should encourage a mindset of continuous improvement that enables your organization to keep learning and evolving.<\/p>\n

    The Bottom Line<\/h3>\n

    McKinsey\u2019s research provides a solid formula for tripling the odds of success for your organizational transformation. It also helps leaders understand the power of leading by example and reminds us that it\u2019s critical to reinforce these new behaviors. Combining this with lean thinking\u00a0and the right technology provides a three-pronged approach to help you have not only a successful transformation, but also a sustainable one.<\/p>\n

    You can get\u00a0started with or learn more about Lean transformations\u00a0from\u00a0the resources below.<\/p>\n

    Recommended Reading<\/h3>\n