Dealing with the tough middle of business transformation
Business transformation begins with great ideas and, when implemented right, end in operational gains. But what about the middle of the process, when assumptions can be tested and issues can crop up? Leadership-focused author Patty Azzarello told Forbes that this complicated middle is the critical moment for any project, and deserves specific focus. (July 24, Kruse)
Successfully making it through the doldrums means having the right people on board. The individuals tasked with implementing change should be in the group for a reason. Getting to a very specific business goal will take a specific combination of skills. If leaders can’t assemble those abilities, the project may bog down. If they’re not sure of the purpose of the transformation, they’ll have to solve that problem first.
While the employees implementing the change are a handpicked group, the whole organization should be on board with the long-term goals and rationale for the transformation. When leaders use their top-down authority to implement change, they may find surprising roadblocks as the project progresses. Engagement and motivation are hard to come by when employees feel no ownership over an organizational change that will affect their everyday duties.
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