I’ve met many executives recently who talk about the difficulty of transforming their companies – the choices, strategies, projects, budgets, priorities and so on. They talk about a lack of alignment, as though nothing could be done about it. Yet…
No matter how much effort you put into transforming your business, unless there is alignment that is real and understood, your transformation could go round and round in circles.
Your organization can spend a lot of time and money not transforming anything. If you, like many decision-makers and managers I work with, are in a situation where:
then there is clearly a lack of alignment. And the worst thing you can do is ignore it in the belief that it is inevitable.
If you are part of a management committee, you could be part of the problem. That’s right!
A company is not just the sum of its products, services, processes, systems and structures. Above all, it is the sum of the individuals who compose it and who are the “glue” that holds these elements together.
For a successful business transformation, there must be a high degree of consistency among all these elements. Before looking at how to transform your business, it is important to ask the members of the management committee the right questions:
If you, along with other members of the management committee, allow yourself to step back and take a hard look at yourselves, you may come to some simple realizations that could have a very positive impact on the success of your transformation. Allocating money and resources to a transformation is not enough to make it happen. You have to be fully committed to it, personally.
I was recently told about a newly appointed CEO who took a very bold step. He dared let go all the executives who did not align themselves with the company's new vision, despite the fact that he had known them for years, sometimes not only as long-time colleagues, but also as friends.
What about you? What what are you willing to do?
Co-founder, President and Strategic Advisor