transformation

Organizational transformation begins from the top down ie. executive leadership. The first step is to re-define the organization’s business vision in the light of the current place the organization is at. The next step is to translate the resulting vision into tangible terms and communicate down all levels of the organization. This is done by means of a Threshingfloor Business Model. The Business Model identifies the systems and processes that are critical to the success of the business and accomplishment of the vision. Measurables are instituted at every level of the organization e.g. output of the manufacturing process is the number of units produced, or number of customer complaints determines customer satisfaction levels. This is done on Plan Act Do Analyze basis. All employees learn to account in terms of measurables. Effective implementation of Business Vision requires that from the CEO to the executive team, mid-managers to leaders must be able to convey the overall vision and supporting objectives to the rest of the organization in such a way that it empowers every employee. This is not just simply about managing the performance of others but guiding measurables through activities and projects that will enable the organization to meet specific goals, while still maintaining the daily operations. This requires strong leadership skills, such as the ability to take action, provide direction, identify and eliminate distractions, motivate others and facilitate team success. Employees must become experts at understanding, improving and simplifying the organization’s core processes. Time and money must be set aside to train employees in all areas of performance excellence, innovation and leadership development. The commitment to transformation and improvement and organizational stability must be supported from the top and effectively deployed throughout the organization and embodied at every level. It is more than a one-time checklist, but a continual pursuit of excellence as the goal. The hardest part is getting the ball rolling. Once employees see how their contribution makes a difference and management sees the positive effect on the bottom line, a powerful momentum motivates the transformation.