A variety of events can lead a business to transformation, from a change in the competitive landscape and shifting economic conditions to business expansion or contraction. Most recently, the COVID-19 pandemic has been the impetus for transformation. For many businesses, the crisis has brought to light problems that were lurking long before the coronavirus but were never addressed. After the dust settles, nearly every manufacturing organization will have been triggered to transform their operations because at least one element of their business showed weakness under the stress of the pandemic.

1. 6 Reasons
Organizational
Transformation
Efforts Fail To
Get Off the
Ground
Aiman Sakr

2. • A variety of events can lead a business to transformation, from
a change in the competitive landscape and shifting economic
conditions to business expansion or contraction.
• Most recently, the COVID-19 pandemic has been the impetus
for transformation. For many businesses, the crisis has
brought to light problems that were lurking long before the
coronavirus but were never addressed.
• After the dust settles, nearly every manufacturing
organization will have been triggered to transform their
operations because at least one element of their business
showed weakness under the stress of the pandemic.

3. 1. They Are Unaware.
• It is all too common for leaders to focus so intensely on high priority aspects of
the business, such as budgets, sales figures and the bottom line, that they fail to
take a broad look at the state of their operations.
• In this case, leaders are simply unaware of shifts in their environment that should
be recognized as a trigger to transform their business. I’ve spent my career
guiding organizations through transformation, and I’ve seen leaders unaware of
the need to transform time after time.

4. 2. Benchmarks Lead to Comfort, Not
Change
• Benchmarks are a great resource for pointing leaders in the right direction.The
mistake leaders often make is only looking at benchmarks that confirm what their
organization is already doing.
• In those cases, benchmarks provide reassurance and comfort, but not change.
Instead, turn to benchmarks that challenge your business.
• One way to do this is to look beyond your industry for best practices.

5. 3. The Status Quo Is Good Enough.
• Some organizations are content with the status quo and satisfied with the
methods, processes and products that made them successful.
• They don’t have time to step back and see potential for the future.These leaders
are known for phrases such as “We’ve always done it that way,” and “Why should
we rock the boat?”

6. 4. Failed Attempts Hold Leaders Down.
• It’s not uncommon for leaders who have failed at business transformation in the
past to believe they shouldn’t try again.
• This mindset, however, will never lead to growth. From the market to technology
and consumer needs, things have evolved since the failures that continue to
haunt them.
• These leaders must trust that transformation attempts in new circumstances will
produce different results. Change is inevitable and leaders must step up to the
challenge regardless of past failures.

7. 5. Analysis Paralysis Blocks Forward Motion.
• Sometimes leaders seek answers but get caught up in analyzing facts and making
comparisons with no real outcome.
• This state of overanalyzing can stall progress.
• Leaders who are scared of failure may continue to overanalyze in order to avoid
making the wrong decision. Others may just lack the know-how to get them
through the initial steps.

8. 6. Past Success Leads to Complacency.
• This may seem like an odd reason for failing to initiate a transformation but
sometimes, organizations hold on tightly to the things that have already made
them successful and, as a result, they fail to evolve.

9. • Awareness of the factors that prevent
transformation efforts is the first step
toward ensuring your transformation gets
off the ground.
• Once you’re aware and have determined
that transformation needs to happen,
consider these practical tips:

10. • Initiate a semi-annual or annual analysis of resistance to change as part of your leadership
routine. Equilibrium is only disrupted when forces in favor of change are greater than the
forces against it. Identifying resistance to change will help you formulate strategies to
overcome it. When instituted as a regular exercise, this will systematically prompt the
conversation and provide the necessary structure to ensure you don’t fall victim to the
pitfalls reviewed earlier.
• Tap into external experts to help facilitate the conversation. A well-orchestrated facilitation
will provide structure and prevent the group from avoiding discussion of uncomfortable but
necessary topics.
• Recognize the difference between knowing a transformation is needed and executing that
transformation. If your team participates in discussions with no real action to initiate
transformation, you’ll lose credibility and miss important opportunities for meaningful
change. Discussions and analysis of transformation efforts should have clear next steps.

11. Thank you
https://www.linkedin.com/in/aymansakr
aiman.sakr@Hotmail.com