Major transformation initiatives have a poor track record. They promise break-through benefits, but the journey can be painful, and they normally cost more and take longer than expected.
To understand what leaders can do to make their transformation programmes less stressful and more successful we approached 120 Senior Executives for their views.
The research identified 5 leadership challenges that you should focus on throughout your business transformation initiative. This is our Business Transformation Leadership Framework.
100 senior executives then scored their most significant transformation initiative against this leadership framework. Their personal experiences provide the Leadership Lessons to help you replicate success and avoid common pitfalls.Download our eBook
Managing the paradox of business case optimism
“Of all the business cases in the many companies I’ve either been Chief Executive or Chairman, where they’ve gone through all the process to the Board, I can’t remember one that ever delivered what was on the nameplate.”
Judging organisational readiness and impact
“I find that most proposals haven’t considered the implications for adjacent systems and processes. Then you end up with project over-runs and you’re into more money than you’d originally planned. I kicked proposals back for that more than any other reason.”
Ensuring dissenting opinions are heard
“Making sure you hear those voices means going and finding the right combination of stakeholders and some real dissenters. You know, the Ian Paisley’s, the no-nay-nevers. You get them in that room so you hear that voice. Because otherwise you do get groupthink.”
-Head of Transformation
Creating a genuine partnership with key suppliers
“Vendors need to be able to walk in our shoes rather than just push technology. They need to be able to see things from our perspective as well. That’s how a vendor becomes a partner - it makes a big difference.”
Managing the emotional marathon
“You can become over-focused on a programme. You actually live and breathe the whole thing yourself. When it’s going badly, you’re going badly, and when it’s going well, you’re going well. You take on the personality of the stage of the programme you’re in. And that makes it very, very tough.”
Tools and resources to help you
A former FTSE-100 CEO shares his reactions to the leadership frameworkRead interview
The CFO of a €3bn company opens up about the personal toll of leading changeRead interview
Case study ebook
5 reasons we are able to guarantee business transformation outcomesDownload eBook
How we made change less stressful for a car dealerHear their story