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Business Transformation Process

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Business Transformation Process

  1. 1. BUSINESS TRANSFORMATION DR. TAMER GOUDA MBBCh, MBA, DBA, ACHE Partner, Corporate Strategy
  2. 2. www.cbsorg.org
  3. 3. www.cbsorg.orgwww.cbsorg.org BUSINESS TRANSFORMATION is a change management strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its New challenging business strategy and vision.
  4. 4. www.cbsorg.org [2] COMMUNICATION [3] METRICS [4] MOTIVATION [5] BUILDING COALITIONS [1] ORIENTATION [6] TALENT GAP [7] PROCESS REDESIGN [8] LEADERSHIP DEVELOPMENT [9] BUSINESS CULTURE [10] MONITORING BUSINESS TRANSFORMATION PROCESS MODEL
  5. 5. www.cbsorg.org [1] ORIENTATION A business strategy sets goals and defines the customer value proposition and delivery. But often the changes in the business model are not clear or perceived as urgent. It is not obvious what behavior is expected from your managers. BUSINESS TRANSFORMATION PROCESS MODEL
  6. 6. www.cbsorg.org [2] COMMUNICATION Business transformation calls for a tailored and timely top-down and bottom-up communication with all internal and external stakeholders. We ensure that your communication is sustained, noting progress and calling for increased participation. BUSINESS TRANSFORMATION PROCESS MODEL
  7. 7. www.cbsorg.org [3] METRICS Without putting the right metrics in place, any strategic change will fail. Therefore, we will decide with you how corporate and business KPIs can to be aligned horizontally and vertically within the company. BUSINESS TRANSFORMATION PROCESS MODEL
  8. 8. www.cbsorg.org [4] MOTIVATION Determining the right evaluation criteria and motivators for different employee groups is essential for delivering on your strategic goals. BUSINESS TRANSFORMATION PROCESS MODEL
  9. 9. www.cbsorg.org [5] BUILDING COALITIONS Identification of the allies with both the power and the potential for cross-functional teamwork is a major imperative for successful business transformation. Ensuring that the guiding coalition is properly represented in task forces and steering committees to drive the change at each level. BUSINESS TRANSFORMATION PROCESS MODEL
  10. 10. www.cbsorg.org [6] TALENT GAP When leaders and managers are not equipped with the needed capabilities to deliver on their strategic goals, you will lose momentum, belief and focus. BUSINESS TRANSFORMATION PROCESS MODEL
  11. 11. www.cbsorg.org [7] PROCESS REDESIGN Processes must be re-aligned with the strategy and re-thought from an end-to-end perspective. Stakeholders should contribute to company chosen value discipline: customer intimacy, product leadership or operational excellence. This requires from managers a lateral cross-functional thinking and capabilities in process management. BUSINESS TRANSFORMATION PROCESS MODEL
  12. 12. www.cbsorg.org [8] LEADERSHIP DEVELOPMENT The way leaders behave and set examples enables and motivates people. If they continue business as usual, why then should people change? It is important to get leaders on board with the strategy, so that they ensure the leadership model and encourage the behavior expected from their people. BUSINESS TRANSFORMATION PROCESS MODEL
  13. 13. www.cbsorg.org [9] BUSINESS CULTURE In any change program culture cannot be changed immediately. Culture change happens through diligent and concerted effort at the above steps. It takes a year or so before real changes can be seen. And it takes about three to five years to completely shift the culture, depending on how well the above is implemented. BUSINESS TRANSFORMATION PROCESS MODEL
  14. 14. www.cbsorg.org [10] MONITORING A Business Transformation Program should have specific program KPIs. Monitoring the progress quarterly, while integrating the lessons learned and insights collected throughout the Business Transformation Program. In some cases the company put in place a dedicated Transformation Monitoring Committee(s). BUSINESS TRANSFORMATION PROCESS MODEL
  15. 15. www.cbsorg.org
  16. 16. www.cbsorg.org www.cbsorg.org

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