Continual business transformation is a must
For companies that don’t want merely to succeed in their industries but to lead them, continual business transformation is a must.
Excellent companies don’t believe in excellence – only in constant improvement and change
The drivers of transformation vary widely, ranging from the increased globalization of markets, disruptive technology, shifting energy prices, consumer expectations. However, the fact that change has become more frequent does not make such changes any easier.
Whatever the business driver, the initiatives born from strategic calls to action will always change the status quo, and sometimes they’ll transform the organization in very significant ways.
Designing and executing a strategic change or transformation program to realize mission-critical business objectives isn’t simple.
Involve the whole organization
But many companies under pressure do not make use of proven tactics for implementing change. Instead, they tend toward secrecy and may have small groups of troubleshooters plan the transformation rather than involve the whole organization and set clear, widely communicated aspirations and targets.
That bias toward secrecy may stem from fear of failure, of confrontation with employees, or of bad press that could make problems worse. Yet secrecy itself tends to compound problems, often by ensuring that the employees isn’t involved or energized.
Involve the whole organization – Continual business transformation. Make sure to have some fun!
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Continual transformation is a must , and I agree whole organisation involvement is critical.The attempts to do this are hampered by legacy relationships between people, functions and management styles which is the hardest bit to change.
I fundamentally believe that there is no such thing as status quo.A business is either going forward or backwards so working out the status is a good starting point for determining future strategy and tactics.
I 100% agree with letting the whole organization know and understand the changes.I currently work for a pharmaceutical company that launched its first truely global product. Without a strong emphasis by our company leaders on educating the workforce of consumer expectations and culture in different countries the transformation in quality and patient focus might not have been achieved.