1. Be honest about readiness
Whether it’s a book you read, speaker you listened to, or a conference you attended, what you took away is generally based on one person or group’s experience or success applying a particular method or technique. Before diving into a transformation effort or making estimates about what your ROI might be, make sure you take into account your own unique circumstances. Do you have executive buy in? Do you have staff with experience in this area? Will you be able to provide the resourcing required to see the effort through while maintaining your existing service levels? Will you be able to source the training, consulting staff, etc. necessary to get you to value? What is your organization’s history with regard to implementing changes of this scale? Be honest at the beginning.
2. Be thin and incremental
Most transformational activities that I have seen fail in the implementation of the approach or best practice, don’t fail because the best practice or approach itself was flawed. Often this has to do with a failure to scope the activities or anticipate the real level of effort. I think most organizations would benefit from drawing their to-be view of the world and then focusing on incrementing the path to it, in a way that there are no huge leaps of faith in those increments. It is much easier to do this if you keep your initial vision as small as possible. Remember that what you are undertaking involves changing the way your organization works and thinks, and that this takes time and effort. Keep your increments small in order to provide yourself with checkpoints along the way. Getting to small wins will help you achieve your larger goals. Choosing to implement the smallest vision of the transformation effort that ends in value will ensure that you actually get to value.
3. Stay focused on value
One of the greatest temptations as you enter into a transformation program, is becoming consumed with process to the detriment of enterprise value. Transformational activities often involve the building of new skills and learning new things. It is easy to get carried away and lose the original focus of the project, which probably included a return on investment. It takes real discipline not to become consumed with an approach and the rigid implementation of every aspect of that approach. Every time you begin to add scope, develop further granularity, or add another level of decomposition or analysis, make sure you ask yourself the value question. Remember that the success of the effort will not be graded by how complete the implementation was, but rather on the value gained by the organization.If you follow the three simple rules above you may not win any awards for how complete your implementation is for a specific methodology or approach, but you can be assured that you will gain some value for your organization. This approach doesn’t just work for large transformation efforts. I try to ask myself these questions about my individual tasking and calendar items every day. Do I really need to completely re-organize my filing system or will I get more value by just filing the one thing I need. Sometimes you do need to allocate the resources to complete a major transformation, but I have found that more often than not I can get more real value much quicker by focusing on smaller increments and smaller goals.
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