06 Feb Transformational Strategy: Built on culture, driven by communication
“Transformation involves a paradigm shift in cultural alignment and not just how companies operate their businesses.”
Transformation is often seen as building a futuristic operating model basis company strategic objectives. Fancy Consultants with big teams use industry best frameworks and benchmarks to manage the show, however, less than 30% programmes seeing the light of success – the reason is simple yet layered – failure to understand the organisational and regional culture. More than 90% of the companies that have gone through a transformation believe cultural change is important than just designing the new model. A Futuristic Operating Model gets acceptance if it finds a place in the organisational culture.
This article will try and cover the internal cultural elements that can make Transformation programme’s accepted and hence be able to yield results.
It is important to understand why cultural acceptance is critical to the success of a transformation programme. These programmes are usually top driven and imposed to meet the end goal. There are multiple groups/ teams within the company that are impacted due to, often, long, and complex Transformation programmes. If any of the group resist the change, it can adversely impact the desired output. To manage a successful programme, it is important to identify the internal audience, especially employees, and address their apprehensions.
Some of the noteworthy themes that impede acceptance of change by people are:
There is a need to build a strategy that can address these Cultural and Communication Aspects:
It is imperative to understand that a culturally aligned strategy, coupled with right communication is the key to acceptability and hence the success of any programme.
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