Many change and transformation processes fail in organizations for various reasons; It is common to hear that a new technology was a great investment but did not have an impact on the business, that skills development processes were fun but everything remains the same, that a strategy was correctly planned but remained in the power point or that a procedure was saved. in a drawer but was not applied.
A true transformation is achieved defining specific improvements grouped into small change projects and working step by step in each area of the organization. If the change is thought of as something very large and in one fell swoop, the risks are greater, since the possibility of recalculation and adjustment is very low. If you work in a sustained and gradual manner, the chances of success multiply, since change is part of the culture and daily operational routine. Japanese business management philosophies are based on this concept, on the so-called “Kaizen” or continuous improvement that puts improvements into practice, contrasts them with reality, adjusts and repeats the cycle generating sustainable companies.
Working on change gradually and continuously is one of the variables to achieve real transformation.
Another of the variables that influences achieving a true transformation is the comprehensive approach to each improvement or change, considering all the following aspects:
- the strategy: It must be clear what we want to achieve with this change or improvement, also agreed with the operational leaders and well communicated.
- people: Assign the improvements to the right people (those who know the process and have the required skills), and achieve their full commitment, the improvement has to be their initiative.
- the processes: any improvement requires creating or modifying a process, the key is to think, design and implement said improved process, the key is to do.
- the technologywould: which constitutes the tools that manage and leverage the improved process.
If the change is approached considering only some of the aspects mentioned, the chances of success are lower, since it will lack something to become a reality. Common failed examples are: a strategy not agreed upon by the people who will execute it, inapplicable process procedures, or technology that is partially used because the sequence of the process it manages was not defined.
Achieving transformation is a great challenge, which requires pragmatism, resilience, patience, consistency, and a comprehensive outlook.
Partner of BPS Consulting, specialist in solutions for the efficient management of companies.
Source: Ambito
David William is a talented author who has made a name for himself in the world of writing. He is a professional author who writes on a wide range of topics, from general interest to opinion news. David is currently working as a writer at 24 hours worlds where he brings his unique perspective and in-depth research to his articles, making them both informative and engaging.
