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Business transformation


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If your objective is to define your strategy, to transform your business and have your people adopt new tools and ways of working to achieve said strategy, where do you start? 

My suggestion is to start with the words of Covey: begin with the end in mind. Start with Adoption. What’s that look like?
What do your objectives look like when they’ve been achieved? Are your objectives a number you are aiming to hit? A critical mass you are pulling together? An image or brand you want to communicate?
Regardless of what it is, paint that picture. Does it resonate with your internal and external customers…can they see themselves in your master plan?

Understand your intentions

Most people I speak with identify their goals and then they define their strategy before taking steps forward. It sounds logical, but I think you are better off with aligning your objectives with that painting of what your internal and external customers look like when they buy in to what you are wanting to achieve.
Doing this requires involvement from the same people that will need to change. But by involving them they will better understand your intentions.

Over the fence

Where is this coming from? All too often I’ve been involved with projects that have a solid strategy, defined by the business and driven by senior management. They then throw it over the fence to the people in the company with the specific knowledge to make good on the strategy, whether IT, HR, Facility Management or another department. 

The specialists are then shown a spot on the horizon and they take the needed steps through applying their knowledge, skills and talents. As they get towards the end of their project or journey, the update meetings with management become more frequent and the start date or implementation date is communicated. At which somebody in the room asks: “When are the teams going to be trained?” or “What are the communication plans?”


That’s when the expected returns on investment start to come into question. That’s when you realize you had a mutual understanding or objective when you started. But now you go different ways and people in the company are functionally able, yes, but not always intrinsically motivated for the change. 

If your business case and or higher purpose of your objectives is dependent upon your employees or customers to ‘buy-in’, then it is imperative to pull them into the loop from the moment you are envisioning where you want to take them. Involvement from the onset is the first and in my opinion the most important step into motivating them to embrace your strategy.

Inadequate attention

Nearly two-fifths (38%) of respondents stated that their problems were the result of people issues such as slow user adoption, inadequate attention paid to change management and training, and difficulties in aligning the organizational culture with new ways of working, VP Kate Leggett from Forrester concludes.

The influence on true adoption is on a sliding scale downwards from the moment of projecting your objectives. However this doesn’t have to be this way.
Involve people from the beginning and reap the rewards as you will more than likely have them onboard as you progress. 

Employee satisfaction

This will also have a dramatic effect on employee satisfaction. Involve people (directly or indirectly through proactive communication) and you can expect to increase the adoption levels. Interested in speaking further on this subject, please contact me.


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