This document discusses the importance of business transformation in maintaining competitive market positioning in today's changing business environment. It notes that while progressive organizations proactively transform, many others fail to keep up with external changes. It then describes a case study of a company that failed to change with the times and lost major customers and market share as a result. To recover, the company implemented a large-scale business transformation project over 5-8 months that helped them regain lost capacity and market share, recruit new talent, build leadership backups, and establish processes to ensure ongoing transformation. The document argues that periodic business transformation is critical for companies to survive and stay competitive in the long run.

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Business Transformation – A way forward
to Refresh & Re-build the
Market Positioning
 Continuously re-creating market positioning is a challenge faced by every
organization in today’s highly competitive market.
 Progressive organizations are able to deal with this on a pro-active basis, nut
most others are unable to match their internal shifts with the fast changing
external market dynamics
 Therefore, ongoing and periodic business transformation is not only a good
to have activity, but one of the most critical business driver today.
In today’s competitive era, every organization is facing the critical challenge on;
“How to stay Competitive & continuously re-create it’s market positioning”?
If I dwell into fundamental of this question, it gets started with the past success formula which
itself can become bottleneck in staying agile or bring fresh perspective to organizational reality.

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While a progressive organization is able to deal with this on a pro-active basis, quite a few
organizations are almost hitting the “Death Curve” as they are not able to cope up with the
external changes and lack speed of internal shift.
I have tried substantiating my perspective with a real case study …
This company which has been into existence for more than 20 years, holding market leadership
and has highest manufacturing capacity to serve the market demand. The earlier success had
contributed in the company culture of working at the internal comfort and did not realize that
in an external world “Go to Market” time has been reducing for any new entrant in the market.
This company was hit by the crisis as one of their largest customer turned into a competition.
The situation had worsened when the departed customer had poached talented team members
across the levels. The company’s other facts also had become a bottleneck like retaining
internal resources, encourage employment opportunity in generations, operating from remote
work locations, decision making time, & already built extra production capacity.
To deal with this near to death situation, company had to give a hard look to it’s current
situation and draw a comprehensive transformational plan. They had to choose any one from
the below two options:

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As they were known to build sustainable management practice rather than adopting the quick
fix approach, they chose to work on the later option..

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The company had to build internal change team from various functional groups and the task
force was led by one of the board member. The design and implementation of Business
Transformation Framework was accomplished in 5- 8 months’ time frame.
The massive project ended on the following notes:
 Company has started reusing 85 % of the capacity and re captured 8 % lost market share.
 The company built it’s human resources with equal balance of home grown and vibrant
fresh talent from outside
 The new well-articulated competency framework has allowed to create two level back up
for each critical position
 Built internal organizational excellence team who will continuously focus on making
internal business processes to keep it agile
 Resilience has been ingrained as part of the DNA in organization culture
This experience has helped the company to build internal business case and put up a mandate
at board level to auto-run the transformation activities every 3-5 years irrespective of crisis
situation.
As an Organizational transformation specialist, I strongly believe that Business
transformation is not a “Good to have activity” but “The most Critical Business Driver” in
today’s competitive world.
The article is written by Ashish Patel for Arab Business Review
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