Your company has acknowledged the (urgent) need to do a stepchange and jump on the fast digital train. After years of looking for answers and shortcuts, randomly trying and failing, witnessing the impact and disruption it brings to their traditional business, or worse ignoring the massive shift happening outside, some top executives jump on the case and kickstart the transformation journey.
What seems obvious to the new world innovators and risk takers becomes a puzzle for large and well established organisations.We could find many good reasons for that, including a lack of internal capabilities, focus, risk tolerance or in house competition between the big sales bears and the small, disturbing ecommerce tribe. This resistance to change is grounded deep inside the company roots and culture, slowing the decision process and disabling new mindsets and ways of working.
Senior executives are dazzled and confused when facing unstable and unpredictable shifting envirnonments, changing customer needs and tools, trends, emerging technologies. Often blinded by the routine and productivity or left behind in front of the fast digital movers, the big ships are moving slow and learning the hard way how to adapt, learn and grow at scale.
Making the crucial decision to shift and sharing that ambition is one crucial step. However, let see how 5 pragmatic mission statements will bring this change to life and deliver the expected outcomes. IBM, Motorola, Harvard or Walmart all have one thing in common : working hard to find new ways to reinvent themselves, use change as a secret weapon and agility to disrupt, make their company future-proof and unlock the power from within.
- Top Executive sponsorship & commitment : bring the board up to speed, because is not only a matter of awareness, but survival. Deliver the right knowledge to send a message topdown in a consistent way. This will allow your associates and partners to question their beliefs and champion the new digital effort, or leave. The leaders of tomorrow will be role modelling the digital culture, adapting their ways of thinking, speaking and reacting with greater pace, flexibility and awareness. they will nurture collaboration and learning, do the slight moves that will often make a big difference.
- Moment of truth : go beyond the comfort zone and fully recognize the amplitude of change, before to seek for solutions or lay some kind of strategy. How does this translate into the corporate world ? step back, bring facts on the table, be honest and open about what has a direct impact on your ability to succeed. I believe this can’t happen by shaking the same hands and talking to the same people : the status quo is no longer a safe bet. Overcoming the basic hurdles will require neutral, cold and somehow disruptive external views.
- Everyone is an innovator : find the true reasons why your companys culture inhibit individuals and how does it quickly spread throughout your organisation.None of the critical moves you must do are out of your reach, however a greater ability to think out of the box and take action must be encouraged. Your people must not only feel that courage and risk taking are part of their job, they should be rewarded upon it.
- Reconnect with your customers : whatever you plan to do or have been doing, if you want to differentiate and stay competitive, it will take more than sending your usual sales reps on the field and asking them to do the same old thing. Your customers are facing an increasingly demanding market, big box retail outlets are shutting down, pricing and margins are revisited on a daily basis by aggressive middlemens. You should gain a clear understanding on the rules of this new game, what makes your competitor different and stronger, what are your strenghts and how could you leverage them. Developing strategic partnerships with a bold ambition to conquer and bring mutual growth should start with your service, product and of course your people. that includes your customers : go out and find out why you’re decorating the cake right now and now growing it.
- Act now : while you might spend a year or two on your next global strategy, half of it convincing your peers, the first and foremost advantage you have is time. Strategy is not a sealed tank and you should master the art of bravery to take a move now. Don’t look for the perfect picture or the lastest technology, start with the talents and innovation you have inside, look for it and make sure those people are ‘shielded’ from the corporate inertia and political battles.
So, what’s holding you back ? why is not really happening ? Happy to pursue this conversation with you. Connect with me