Ten principles to enable a successful transformation · Ten principles to enable a successful...

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Corporations are facing organisational challenges. They see huge opportunity for organic growth, but to get there they must hone market strategies, design new ways of working that maximize technology, and prepare to capitalise on AI. What, then, is the role of the leaders throughout this transformation? And how can strong leaders keep business transformation on track? We've distilled a set of ten guiding principles to help any leader who is starting or restarting this journey now. Executives beginning a transformation journey often have three fundamental questions. Here's how our ten principles answer them: How do I energise my organisation for transformation? 1. Make the case for change Start with a clear, candid assessment of business conditions and the challenges facing the company. Take a market-back and customer-focused perspective, connecting transformation objectives to customer needs and marketplace dynamics. Describe the company's differentiating capabilities, and underscore the importance of channeling resources to these critical sources of competitive advantage. Conclude with an inspiring vision of the company's potential if it becomes fit for growth. 2. Align the top Cost transformations don't succeed unless senior management is aligned and committed to the goals. Yet the more revolutionary the change, the more likely it is that those with power and status in the old regime will resist it. Move quickly to align these key influencers behind your transformation. Give every executive a stake in overall transformation objectives, not just activities affecting his or her area. Finally, remember to link incentives — financial and otherwise — to key transformation milestones. 3. Declare a 'new day' and grant amnesty for the past Along with an unflinching view of threats to the company, offer a positive, strategic vision highlighting the upside of cost transformation. Declaring a new day also conveys the message that old arguments against change no longer hold water and that you're not interested in blaming past administrations or criticising past decisions. Instead, paint an inspiring picture of a leaner company poised for faster growth. 4. Showcase quick wins Nothing succeeds like early success. Look for areas where you can rack up meaningful savings rapidly, without significant transaction costs. Highlighting quick wins builds confidence and momentum while showing you're serious about driving out costs that don't support differentiating capabilities. How do I achieve cost fitness while also enabling growth? 5. Put everything on the table A credible, effective cost transformation scrutinizes every expenditure. Putting everything on the table signals the urgency of strategically aligning costs, while dissuading individual managers from lobbying for special exemptions. It also sends a message that "we're all in this together." 6. Challenge the what, how and how well Big cost improvements arise from a deep analysis that questions not only how or how well a company performs various activities, but what it does in the first place. Assess your business portfolio, product line-up, customer base, operations and administrative footprint from a strategic perspective. Seek excellence only where it bolsters a capability that sets your company apart in the marketplace. 7. Balance cost cuts with capabilities investments Early in a transformation, many companies prioritize cost-cutting over capability-building. This approach undermines transformation goals by demoralising employees and limiting growth. Successful transformations build capabilities as they cut costs, using the savings to fuel step-change improvement in returns. How do I manage the transformation and make it enduring? 8. Set up a parallel organisation to run the transformation You need to keep doing business while you change your business. Don't ask managers and line workers to do both. Establish a program management office with responsibility for achieving transformation goals, led by a respected senior executive. 9. Communicate before, during and after the transformation Timely, frequent and consistent communication is a hallmark of successful transformations. Skillful messaging that conveys a strong strategic vision helps to win support from key constituencies inside and outside the company. 10.Keep the weight off Completing a punch-list of cost adjustments and strategic course corrections doesn't mean a transformation has succeeded. Far more important are changes in behaviors, attitudes and work habits throughout the organisation. If those don't stick, neither will the transformation. Ten principles to enable a successful transformation Advisory Outlook www.pwc.com/ng This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law,PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. About PwC At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 158 countries with more than 236,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more by visiting us at www.pwc.com/ng © 2018 PricewaterhouseCoopers Limited. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers Limited (a Nigerian limited liability company), which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity. It used to be that a business transformation was a once-in-a-lifetime event. But now, companies must institutionalise the capacity to change. See more at: https://www.pwc.com/us/en/operations-management/principles-for-organization-transformation.html Connect with us https://twitter.com/PwC_Nigeria https://www.facebook.com/PwCNigeria https://www.linkedin.com/company/pwc_nigeria [email protected]

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Transcript of Ten principles to enable a successful transformation · Ten principles to enable a successful...

  • Corporations are facing organisational challenges. They see huge opportunity for organic growth, but to get there they must hone market strategies, design new ways of working that maximize technology, and prepare to capitalise on AI.

    What, then, is the role of the leaders throughout this transformation? And how can strong leaders keep business transformation on track? We've distilled a set of ten guiding principles to help any leader who is starting or restarting this journey now.

    Executives beginning a transformation journey often have three fundamental questions. Here's how our ten principles answer them:

    How do I energise my organisation for transformation?

    1. Make the case for change Start with a clear, candid assessment of business conditions and the challenges facing the company. Take a market-back and customer-focused perspective, connecting transformation objectives to customer needs and marketplace dynamics. Describe the company's differentiating capabilities, and underscore the importance of channeling resources to these critical sources of competitive advantage. Conclude with an inspiring vision of the company's potential if it becomes fit for growth.

    2. Align the top Cost transformations don't succeed unless senior management is aligned and committed to the goals. Yet the more revolutionary the change, the more likely it is that those with power and status in the old regime will resist it. Move quickly to align these key influencers behind your transformation. Give every executive a stake in overall transformation objectives, not just activities affecting his or her area. Finally, remember to link incentives — financial and otherwise — to key transformation milestones.

    3. Declare a 'new day' and grant amnesty for the past Along with an unflinching view of threats to the company, offer a positive, strategic vision highlighting the upside of cost transformation. Declaring a new day also conveys the message that old arguments against change no longer hold water and that you're not interested in blaming past administrations or criticising past decisions. Instead, paint an inspiring picture of a leaner company poised for faster growth.

    4. Showcase quick wins Nothing succeeds like early success. Look for areas where you can rack up meaningful savings rapidly, without significant transaction costs. Highlighting quick wins builds confidence and momentum while showing you're serious about driving out costs that don't support differentiating capabilities.

    How do I achieve cost fitness while also enabling growth?

    5. Put everything on the table A credible, effective cost transformation scrutinizes every expenditure. Putting everything on the table signals the urgency of strategically aligning costs, while dissuading individual managers from lobbying for special exemptions. It also sends a message that "we're all in this together."

    6. Challenge the what, how and how well Big cost improvements arise from a deep analysis that questions not only how or how well a company performs various activities, but what it does in the first place. Assess your business portfolio, product line-up, customer base, operations and administrative footprint from a strategic perspective. Seek excellence only where it bolsters a capability that sets your company apart in the marketplace.

    7. Balance cost cuts with capabilities investments Early in a transformation, many companies prioritize cost-cutting over capability-building. This approach undermines transformation goals by demoralising employees and limiting growth. Successful transformations build capabilities as they cut costs, using the savings to fuel step-change improvement in returns.

    How do I manage the transformation and make it enduring?

    8. Set up a parallel organisation to run the transformation You need to keep doing business while you change your business. Don't ask managers and line workers to do both. Establish a program management office with responsibility for achieving transformation goals, led by a respected senior executive.

    9. Communicate before, during and after the transformation Timely, frequent and consistent communication is a hallmark of successful transformations. Skillful messaging that conveys a strong strategic vision helps to win support from key constituencies inside and outside the company.

    10.Keep the weight off Completing a punch-list of cost adjustments and strategic course corrections doesn't mean a transformation has succeeded. Far more important are changes in behaviors, attitudes and work habits throughout the organisation. If those don't stick, neither will the transformation.

    Ten principles to enable a successful transformation

    Advisory Outlookwww.pwc.com/ng

    This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without

    obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted

    by law,PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to

    act, in reliance on the information contained in this publication or for any decision based on it.

    About PwC

    At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 158 countries with more than 236,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out

    more by visiting us at www.pwc.com/ng

    © 2018 PricewaterhouseCoopers Limited. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers Limited (a Nigerian limited liability company), which is a member firm of PricewaterhouseCoopers International Limited,

    each member firm of which is a separate legal entity.

    It used to be that a business transformation was a once-in-a-lifetime event. But now, companies must institutionalise the capacity to change.

    See more at: https://www.pwc.com/us/en/operations-management/principles-for-organization-transformation.html

    Connect with ushttps://twitter.com/PwC_Nigeria

    https://www.facebook.com/PwCNigeria

    https://www.linkedin.com/company/pwc_nigeria

    [email protected]

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