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These are questions that anyone
should ask themselves if they are going to instigate a significant change
in their organization.
Have
I created sufficient energy to launch and accelerate a fundamental change?
- Everyone has had an opportunity to confront
reality in a meaningful way.
- Everyone understands the industry trends,
competitive dynamics, and customer challenges that we face.
- Everyone understands the competitive
benchmarks and actively shares best practices
- Everyone understands our internal strengths
and weaknesses.
- Sufficient resources have been created to
enable change to occur throughout the organization.
- Resources have been substantially reallocated
to clearly signal the new direction
- The bar of performance expectations has been
sufficiently raised to encourage everyone to prepare stretch goals
along the new critical path.
- Leaders at all levels in the organization are
personally role modeling the new behaviors.
Have I focused the
organization on a compelling vision corresponding to the business success
model and the set of transformation initiatives?
- Everyone understands our new strategic intent,
which is driven by customer needs.
- Everyone understands our new business success
model.
- Everyone understands the gaps that separate
the current state of the organization from the desired future state.
- Everyone has focused their attention and
resources on a few major transformation initiatives.
Have I put in place an
organization designed to uniquely support the transformation journey?
- The structure is uniquely aligned to
reinforce the new vision and strategic direction.
- The infrastructure is uniquely aligned to
reinforce the vision and strategic direction.
- the culture is adapted to uniquely support the
new vision and strategic direction.
- The required core competencies of the
organization are in place to support the journey to the vision state.
Have I put in place a
process architecture that enables orchestration of all necessary changes?
- An ongoing and robust process of executive
education and involvement is in place to develop and pursue the
change agenda.
- High-engagement cascades to employees at all
levels are generative broad-based understanding, commitment and
refinements regarding the change process.
- Sufficient coordination and feedback
mechanisms have been put in place to guide the orchestration of all
needed changes.
- A communication campaign is under way that
constantly reinforces core change messages in a consistent, simple,
and timely manner tailored to the needs of different constituencies.
- adequate content and process expertise has
been retained to complement the existing skill set of the organization.
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