Three business processes and the operating model
There are three separate but related business processes that underpin an operating model. These processes may be formal or informal, but they still exist and It is important that any business transformation or business improvement initiative understand the elements of each and the relationship and separation between the three processes. As always, please let me have your questions or comments.
The impact of change on the financial ratios.
For a transformation to be considered well-conceived, the executive and transformation leadership should be able to describe how the introduced changes will impact the financial ratios. How will the ratios move as result of the transformation? Without this understanding benefits realisation becomes more of an art than a science. As always, please let me have your questions or comments.
Power, Interest, and Communications
It is widely recognised that when it comes to communicating change, the message needs to be tailored to the audience (stakeholder group). Further to this, the message needs to consider the health of the project and the changing interest that stakeholders have in the project. As always, please let me have your comments.
Production capabilities and the organisational profile
It one thing to employ a specific production capability, and its another thing to ensure the that the organisational profile is aligned with that production capability. This complexity is exacerbated when an organisation employees more than one type of production capability. Can the organisation cope with multiple organisational profiles. As always, please let me have your comments.
Decisions and their consequences
Its a frequent refrain..."why won't they make a decision....My project is stuck because they wont make a decision". In this business minute I highlight the consequences of (not making) decisions. As always, Please let me have your comments.
The objective of business transformation
A business minute. A short sharp comment on the underlying driver behind a transformation and addressing the question of how do you do more with less.
Stakeholder messaging strategy
Best practice states that before you begin a business improvement program you will have a detailed business case that clearly describes the […]
Managment accountability
A significant challenge for any large business improvement program is how to enlist the senior stakeholder community into the change program and […]
Stakeholder communications channel strategy
Two of the most substantial change programs I have been fortunate enough to work on over the course of my career couldn’t […]
The importance of optics
Common wisdom tells us that if something looks like a duck, walks like a duck, and talks like a duck, then most […]
STAKEHOLDER MOTIVATION
I am frequently asked to write on the mechanics of change management, a level of detail I have tried hard to avoid […]