The Transformation Jigsaw Puzzle


The efforts of many companies to achieve transformational change have been counter-productive. Some of those who ‘believed’ or who ‘tried,’ now feel betrayed. There is insecurity, widespread disbelief and cynicism in many companies.

 One of the reasons why so many people question either the commitment of senior management to change, or the feasibility of transformation, is that they perceive that all the change elements that the necessary for successful transformation are not in place.

As well as critical success factors, some obvious areas are being over-looked. The document, whether physical or electronic, is the currency of a business, the signals that pass through the nerves of the organic network and trigger intelligent reactions. It is the means by which most activities happen. Yet many organizations are unaware of how much time and resource are devoted to this unrecognized area of business, the production and distribution of documents.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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Corporate Butchery


The gap between vision and reality is particularly evident in the arena of corporate transformation. Many corporate transformation programs are carried out with the subtlety of the crazed butcher wielding a chain-saw. The blind pursuit of flattening the gierarchy or overhead reduction can have unexpected consequences as follows:

  • The section that is cut out might hold valuable knowledge or be a vital component of a key cross-functioned process. Many companies settle down to the task of amputation without first identifying the key processes that deliver the value sought by customers. These are the nerves and arteries without which the organization is dead meat.
  • Areas and activities that lose money may still generate contribution.  Cutting them out, without reducing activity elsewhere that does not add value for customers, could result in a heavier burden upon other units. Further activities may appear unprofitable in the light of the relocated costs.

Much of the damage results from the application of approaches that were accepted with some reluctance practised and regarded as legitimate in the bureaucratic organization. In the network organization, however, they can be dangerous, and may also be in direct conflict with its articulated values.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir