People & Change E-book Final 2 - Flipbook - Page 25
Driving Value During Organizational Transformation
Organizational transformation success against intended return on investment is rare and can be
challenging to orchestrate. When initiating an organizational transformation, there are many factors
to consider – impacts on the workforce and external partners, process changes for improvements
and efficiency gains, improved data accessibility and trust, optimization of technology, etc. While
many transformations still achieve partial success, most do not realize full value. These early
phases are when you should be preparing the transformation strategy and putting the pieces in
place for strong execution.
Activities during this phase include:
• Describing the problem accurately
• Articulating the transformation vision and objectives
• Securing cross-functional executive sponsorship
• Developing and implementing a governance model
• Defining success, outcomes, and key value indicators
• Investing in planning and creating an integrated approach
• Planning a strategy to drive strong partnership and
stakeholder engagement
Nearly one half of
value loss occurs in
the early stages of
a transformation,
during the vision
creation and
planning phases.
Establishing target goals for organizational transformations is often overlooked due to a desire to
move quickly and lack of alignment among senior leadership. However, with the increasing scale of
teams involved and complexity of changes across capabilities, a clear vision is necessary to drive
alignment at all levels of the organization and minimize resistance and challenges along the way.
Thought Logic is often asked to assist clients with goal setting and planning for their
transformations.
To learn more about how we partnered with a mid-sized Fortune 500 company to undertake a
complex business transformation click here.