Many businesses look to shared services to optimize their performance and help them meet the bottom line. When properly designed and implemented, shared services can increase efficiency, cut costs, maximize synergies, improve performance, and/or enhance your services and capabilities. With so much to be gained, it is worth making sure
When designing and implementing an organizational change, we all want to transform as fast as possible. Why waste time doing business the old way when we have identified a better path forward? Despite our wish for speed, the reality is that transformation can be difficult, it takes time to get
How often do organizations implement changes developed during strategic planning sessions? While reports vary on the subject, the working reality is that many organizations feel completely overwhelmed with the amount of work they must do to achieve true transformation. How can we refocus our efforts to improve execution success? Unfortunately,
With the beginning of a new year, many executives are looking to improve their businesses, their market presence, and their competitive advantage over the course of the new year. This may include changes to strategy, enhancements to organization capabilities, streamlined processes, optimized structures, refined reward systems, new measurement systems, and
For many, the holiday season is a complicated time of year when we look forward to time with family and friends but also deadlines and year-end business commitments. For executives in the throes of an organization transformation, the holiday season can be stressful because milestones and deliverables don’t take a
True organization transformation requires more than mere structural change. It demands that the organization does things differently and that executives, leaders, and ultimately every employee understands the organization’s intentions and strategic “difference.” This calibration of actions and thinking to drive a consistent strategy is organization alignment and leads to true
In the past, I have written about how to measure your business transformation efforts and how alignment leaders and change partners alike can determine, as an organization, when a transformation is completed. This discussion sits squarely between these two subjects and attempts to examine the point at which customers and
Measurement is an essential activity to ascertain the success of a process or an activity. However, assessing the effectiveness of a change transformation is not always as straight-forward or simple as reading outcome data or waiting for a position in the market to change. Although metrics such as milestones and
There is not always a clear path to an organization design and implementation of a strategic plan. While leadership might decide that a change is in the best interest of the company, there are many obstacles that could stand in the way of a real change transformation. Our work with
Organizations often have their own specific third rails—sensitive topics that are so highly charged that no one feels they can survive trying to address a problem or change needed. Sometimes these are long overdue changes where a powerful executive shuts down discussion. And so the organization continues irrationally behaving the