Business Transformation, Change Leadership and Execution
Business Transformation and Change Leadership
We can assume responsibility for developing and executing operational strategies, change and 'business transformation plans'. For example, in a recent project, we were involved in assessing, defining and project managing or implementing seven key areas or levers of ACE:
- Strategy (the 5 year 'campaign plan')
- Structure (defining role relationships and aligning accountability with authority)
- Systems and Policy (defining personnel policies and systems that support desired behaviour and the requirements, impacts and outputs of IT systems)
- People (defining mix of skills, knowledge and behaviour required in the 'new' organization and developing the leadership required)
- Process (defining how work will be done - eg the sales and business development process, decision making process and so on)
- Culture (defining effective ways of working, behaviours and attitudes required in the 'new' organization)
- Research and technology (the role and requirement of research or technologies in delivery of the mission).
Execution
Most organizations have strategies, and execution of strategy is often where desired performance and actual performance separate. This can be for many reasons including:
- Unclear and misunderstood strategy, strategic plans confusing policy with strategic objectives and lacking a clear and concrete mission
- Inability to understand the strategy and align thought, decisions and actions to it
- Refusal to subordinate personal interests to the greater good
- Resistance to change
- A leadership vacuum between executives and the lowest level employee
- Executives unaware that what is strategically desirable is tactically impossible.
Assuming that strategy is clear and understood (if it is not then please revisit the strategic planning section), then we will:
- Assist executive leaders to brief and cascade strategy
- Coach executive leaders through the implementation of plans
- Help leaders to overcome resistance to change
- Develop the ability of lower level leaders to build their teams and create and execute aligned detailed plans (see the leadership development section)
- Develop the monitoring, coaching and feedback capability to keep things on track (see the leadership development section).
Performance Management
- Effective performance management includes the following elements:
- Defined behavioural and attitudinal traits that support the desired culture
- Leaders who give timely feedback and coaching as well as conduct formal reviews
- Leaders who understand the motivation and aspirations of their team members
- Team and personal objectives clearly linked to the strategic plan
- A system for capturing desired and actual performance linked to career, personal and professional development
- Rewards and recognition for desired behaviour, consequences for undesired behaviour
We are able to consult on and design the systemic elements of performance management and train leaders in the appropriate skills.
Recruitment and Selection
Effective recruitment and selection includes the following elements:
- Definition and assessment of intellectual horsepower (‘level of work’), and preferred behaviour and attitude (see assessment centres)as well as easily-assessed knowledge and skill
- Role descriptions
- Effective advertising copy writing
- A system for managing applications and follow-up
- Interview skills
- Candidate handling
- Knowledge of how to use recruitment consultants effectively
We are able to consult on and design the systemic elements of recruitment and selection and train leaders in the appropriate skills.
© Tozer Consulting Ltd 2007