It’s easy to understand why so many organizations are turning to Agile. Being able to quickly adapt to new technology, innovation and continuous improvement is what keeps organizations one step ahead of their competition. But, “going Agile” isn’t as easy as it sounds. This change in mindset not only requires people to think in a whole new way, it requires the entire organization to do different things, in different ways.
The digital transformation race is on! Everywhere I look organizations are working at double speed to find the most innovative ways to use technology to transform their organization. Digital transformation is not only changing the way business gets done, in some cases, it’s transforming entire industries! In short, digital transformation is a real game changer.
Change is hard. Enterprise-wide, transformational change is geometrically more complex. While big changes such as Agile, Mergers & Acquisitions and Shared Services may make strategic sense for an organization, there is no doubt they can be time consuming and incredibly challenging.
With strategic plans in place for 2019, the focus turns to implementation. For many, transformational change will be high on the list. As you look to evaluate resources, you may find yourself needing additional bandwidth. So, you turn to external consultants—whether these are large consultancies or individual practitioners.
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There is no doubt about it…change is hard. But, when you start talking about enterprise-wide, transformational change, things become geometrically more complex. Moving to Shared Services or implementing Agile or introducing a new patient care model may make perfect, strategic sense for your organization. But these types of transformational changes are not only time consuming; they’re also incredibly challenging.
The concept of Shared Services certainly isn’t a new one. It’s been a popular business structure since the 1980’s. But, even now in 2017, the number of organizations transitioning to a Shared Services model continues to rise. Why? Because the model makes simple, economic sense. If you centralize administrative functions and share them between business units, you will standardize processes, eliminate redundancies and ultimately reduce costs. Sounds easy, right?
Your corporate culture is the collective pattern of values, behaviors, and unwritten rules of your organization— in other words, it’s the collective Frame of Reference for your organization. Others can copy your products and services. Others can even imitate your marketing. But no other company can replicate your organization’s culture. Your culture is what makes you… you.
Transformational change is excruciatingly complex. These big changes can’t be done incrementally, and can’t be made totally safe. Once you make the leap, you can’t change your mind and go back to the old ways of doing things if it’s not going well! People, processes and technology will all be impacted. Simply put, your organization will be doing different things in completely different ways.
It sounds so obvious when we say, “The end goal of every transformational change should be full benefit realization.” Duh! Of course. But in our change management consulting work we see so many organizations who get to the “go-live” or the cut-over date of a project, declare it complete, and thus… successful. But the fact is that go live has nothing to do with getting to full implementation! Your transformation is not “done.”