TRANSFORMATION HINTS & TIPSKeith Batterham

INTRODUCTION

• This is a very brief set of slides to share some of my own experiences in shaping and leading transformation programmes

• Such programmes can be likened to a car journey – the driver and passengers must agree on a destination and arrival time but these, along with the route being taken, can change so there must be enough forward momentum and service station stopping opportunities to keep going

• Between the occupants of the car SHOULD have the skills and resources to resolve any breakdowns or unexpected events in an efficient manner

EXPECTATIONThere WILL be some level of cynicism, scepticism or disillusionment because of

• Previous attempts may have been only partially unsuccessful• A lack of understanding around the transformation and its

benefits• Some may feel as if they had not been consulted

Address these by

• Build a stakeholder map with critical success factors, desired outcomes, points of opposition and relationships to derive an effective communications strategy

• Develop evangelists to ensure affected groups feel part of the process rather than having it imposed on them

• Communicate the vision, progress, successes and any changes regularly

MOTIVATIONSuccessful transformation requires continued momentum and enthusiasm

• Some may be outside of their comfort zone or ill-equipped to perform the tasks

• Transformation takes time and some may feel they are not reaping the expected benefits, in fact it can appear that things get worse before they get better

Steps to address

• Everyone MUST know what is expected of them and be provided with the tools and skills to deliver along with mutual feedback opportunities and mentoring

• Embrace the experience people bring to the table and provide opportunities for them to contribute in a wider fashion

• Reward innovation and celebrate successes

TIMETransformation is be daunting with components competing for finite resources

• Many very similar meetings may be arranged with a risk that a lot of time will be spent purely attending these

• A lot of time can be spent generating reports, briefings and other necessary materials but the value and quality of these can be variable

Steps to address

• Mandatory meetings SHOULD be centrally administered and ALL meetings MUST have a designated purpose and desired outcome, published minutes and actions

• Reports MUST be relevant, easy to produce, accurate AND concise

SUPPLIERSAll transformations rely on 3rd party suppliers because there may be aspects that are outsourced or specialist knowledge required that is not available internally

• Suppliers may not be engaged for the full lifecycle and therefore not fully aligned with the overall goals of the programme

• Suppliers are commercial entities with a goal to realise profit

Steps to address

• Ensure adequate metrics are used to monitor the supplier performance with regular service reviews where this performance on both sides can be discussed

• Challenge suppliers to help meet efficiency goals and provide incentives by way of supporting change

UNCERTAINTYThe only guarantee in any programme is change, even more so in transformation where complex risks relating to regulation, legislation or political agenda are factors

• Change introduces risk and potential issues which often lead to more change

• Uncertainty caused by misunderstanding can be very damaging to the programme

Steps to address

• Changes MUST follow due process and be submitted with an impact assessment for consideration by the appropriate change authority

• All risks MUST be qualified and quantified with appropriate mitigation and containment activities. They should also be regularly reviewed for relevance

• The reporting of change MUST be a fundamental part of regular communications

THANK YOU

Keith Batterham

Telephone: +44 (0)7576 718090

Email: kt.batterham@semperanticus.co.uk

Web: http://www.semperanticus.co.uk

LinkedIn: http://uk.linkedin.com/in/ktbatterham