Transformation is only completed when it is embedded in the hearts, hands and minds of those who add value in the organisation.
Transformed performance can only be achieved by transforming the value-adding activities of the organisation and this in turn can only be achieved through those who add value to the products and services delivered to customers. Unless the value-adding activities of the organisation improve, the value to customers does not increase.
All this is obvious, isn’t it?
When I look at what I see happening in many organisations I am not so sure it is obvious. Many organisations seem to think that transformation comes from a major restructuring but when does this touch the hearts, hands and minds of those who add value? That part of the transformation appears to be left to chance.
Other organisations appear to think that implementing a new computer system will drive transformation but reviewing these projects rarely reveals a focus on delivering new or additional value through the value adding processes. Often the people who add value feel like the victims of the project rather than the beneficiaries.
Real transformation requires 3 critical features:
1. A real understanding of how additional value will be delivered to customers and which activities need to be enhanced to deliver this new value.
2. The involvement of those who add value in determining the details of the new way in which things will be done. This helps to ensure the commitment of their hearts and minds to go with the involvement of their hands.
3. Real on-the-job training to ensure a deep understanding and comfort with the new way of working.
If your organisation needs real transformation, think long and hard about how the people on your front-line can add new and real value to the products and services delivered to your clients.