Contexts change rapidly and organisations need to transform. Often one tends to underestimate the required timing.
The timing of a transformation (a transformation is not a (digitalisation) project) in a company varies greatly depending on a number of factors, such as the size of the organization, the complexity of its operations, the scope of the transformation, and the resources available for the project(s). Very few (digital) transformations can be completed in a matter of months, while others may take several years to fully implement. A transformation impacts people-processes and often technology.
Very often in organisations unrealistic timers and insufficient resources are available (or even it's 'just an on-top off job').
A transformation is not about drafting the plan : the failure or success is in the execution. A transformation often takes place while the company is flying (great metaphor used in the past in a commercial)
Sorry for the poor quality of this great commercial: please share if you have a better one
As a rule of thumb (please share your experiences) :
- 1/3 of the timing (and effort) : the why should be based on crisp strategic foundations. If they’re present that’s one thing. Are they known thoroughly throughout the organisation and not only leadership?. Studies show that this is very often not the case. Getting this known is not a one off presentation; it requires a constant effort and is the basis of alignment and engagement. The importance should not be underestimated.
- 1/3 of the timing is drafting and embedding the multi-year plan describing the what in more detail : targeted segments, the offerings, important projects to move organisation from the current state to intended state, capability evolution, organisational design and last but not least the ambition level. Here again the importance of communication should not be underestimated and leadership has a very important role to stimulate alignment fostering the teams to adopt and ‘aligned autonomy’ mindset.
- 1/3 of the timing is to translate the above in the daily way of working. It requires hard work to assure that it becomes part of the daily operations and that it is embedded systemic in the organisation.
Does this sound familiar? Do share your experiences and if possible tips to speed up the process without scarifying the objectives.
Ps: have a look at this e-paper for inspiration on the different building blocks.