6 Steps to Delivering a Successful Transformation
Transformation is the new buzz word. It’s synonymous with CHANGE. There are many types of transformations with business and digital transformations leading the charge. Most organizations undergo transformations to decrease costs, improve capabilities, deliver process improvements, or enable functionality to deliver improved financial results. Over the years I have worked with multiple organizations on large branded and unbranded workstreams. Some have called them transformations, ERP implementations, and others refer to their transformations as their portfolio or road map. In most cases multiple projects working together to deliver a common goal are Transformations.
It is critical when standing up a transformation to identify the Mission, Vision, and Values! I strongly encourage leveraging a focus group of your company’s employees for input into these items. Involving your people will garner support within the organization and build immediate advocacy. People led initiatives are always more successful than top-down initiatives. Once you have defined your transformation, clearly define what projects are included. This is so important, as it defines the employees’ accountability in the transformation. Everyone likes to be included, even if it can mean more work. Make sure you know who ‘s involved and include them in updates and communication. Give them public credit for the work they are contributing; recognition goes a long way and drives success. Knowing what is included in the transformation enables consistent reporting and monitoring for the projects included in the transformation. In my experience, I have found best practices to make transformations successful. Success is found when Project Management meets Change Management in the middle. Organizations who want to succeed at transformation need to invest in both! When these two areas work together the best chances of full adoption, and, achieving the ROI, exist!
What are the keys to success?
Everyone is familiar with the core practices of project management but without a strong PM to drive conversations, manage requirements gathering, provide status updates, and manage the financials every project will deliver late and over budget. The game-changer is introducing an individual(s) that can lead process definition and change. In some instances, the PM may be able to do all three based on the size of the project. So, what are the “must-haves” that drive the success of projects and ultimately transformations?
First, create your transformation brand! Clearly identify the Mission, Vision, and Values. Identify the projects or initiatives that make up the transformation and establish goals or targets for each. There should be one overarching goal for the entire transformation. Make sure to regularly report on progress and hold yourself and team accountable.
Second focus on process, starting with a current state assessment, followed by a detailed future state definition and a plan to communicate or train on the changes. Most projects have some process change, this is an often overlooked or minimized activity.
Third, you need a strong communication plan and targeted communications. Communicate early and often! This builds excitement, drives commitment and maintains momentum throughout the lifespan of the transformation.
Fourth know your audience, identify your sponsors and stakeholders, understand how they will be impacted, and their role in the project. Ensure you engage with them appropriately, utilizing their subject matter expertise.
Fifth, you need to assess and monitor. This can be done with focus groups, change networks, or surveys. You need to constantly take the pulse of your stakeholders. This will also be key in measuring adoption.
Finally, celebrate!!!!! Celebrate the milestones and celebrate the completion of the transformation. There is significant hard work that goes into making a transformation successful, recognition and celebration are so important and together will drive adoption!!
About the Author:
VERONICA MATHERS | VICE PRESIDENT, PROJECT DELIVERY SUPPORT
Veronica is a results-oriented leader responsible for seamless internal and external Project Delivery strategy and execution. She is also a seasoned change management leader with success delivering organizational change management for large organizations. Veronica has played a vital role in many large implementations and has gathered extensive experience in many areas including Pricing, Store Operations, MP&A, Supply Chain, and Finance throughout her 20 years’ experience.
Veronica has been a key leader driving change and transformation with CPG and specialty retailers. Target, Walmart, LBrands, Express and Ascena are some of the retailers she has worked with. She looks forward to supporting you on your transformation journey.