Business transformation: “the challenge of balancing systems, skills and beliefs”.

Autor: Rodrigo Prado | Managing Director & Founder at Imppulsor

The results promoted by the prevailing business management models become feasible when the cultural change that any transformation entails is successfully overcome.

Every great business transformation begins with a suitable plan, which results from an exhaustive review of the market opportunity and the competitive context, plus a sincere, deep and critical self-diagnosis regarding the internal situation of the business and the organization. This work is enriched when it incorporates the different functional dimensions of the administration when it simultaneously integrates phenomena at a strategic level and then breaks them down from the tactical and operational, regulating scope and depth to gain synthesis and detail at the same time; and, by the way, when it is the result of a horizontal exercise, nourished by the point of view of collaborators who represent different hierarchical levels and operational functions. Developed in this way, plus the correct interpretations and ideas, the technical solvency of the strategic planning obtained is unquestionable. So far, so good.

Companies in the process of transformation, due to necessity or natural evolution, have possibly covered an essential part of their path towards the desired change, but, in a philosophical sense, change is a process in itself and not a point on the horizon. The changes made can be notorious within each organization, but there will always be detractors out of fear, resistance, denial, ego or any other human reason that escapes this article. Then, the results promoted by the prevailing business management models become feasible when the cultural change that any transformation entails is successfully overcome. Ignoring the latter and focusing only on the mechanical or structural aspects of change is doomed to failure since, at the end of the day, companies, as long as humans collaborate within them, are social systems.

In my experience as a consultant, some business transformation and expansion processes are going through this area of ​​the route with more difficulties than others. The reasons? Partly top-down leadership, communication and change management itself. The technical dimension of the challenge, although it is complex from the point of view of the adequate adaptation that must be made based on the business and organizational capacities of each company and the knowledge that this requires; By far, the cultural component is the variable that almost wholly determines the success or failure of this type of initiative.

Sustaining and keeping change alive requires the stoic and pragmatic leadership of a leader who is capable of seeing beyond what is urgent; that he understands that, in the medium term, every business challenge requires the prior development of specific internal capacities, and in general, that he appropriately communicates, contains and aligns his team. On the other hand, it requires the incorporation of the correct beliefs in the organization to adequately decode “reality” in the work environment and also to reduce the friction between the search for security and its lack in situations of change.

The results promoted by the prevailing business management models become feasible when the cultural change that any transformation entails is successfully overcome. Every great business transformation begins with a suitable plan, which results from an exhaustive review of the market opportunity and the competitive context, plus a sincere, deep and critical self-diagnosis regarding the internal situation of the business and the organization. This work is enriched when it incorporates the different functional dimensions of the administration when it simultaneously integrates phenomena at a strategic level and then breaks them down from the tactical and operational, regulating scope and depth to gain synthesis and detail at the same time; and, by the way, when it is the result of a horizontal exercise, nourished by the point of view of collaborators who represent different hierarchical levels and operational functions. Developed in this way, plus the correct interpretations and ideas, the technical solvency of the strategic planning obtained is unquestionable. So far, so good.

Companies in the process of transformation, due to necessity or natural evolution, have possibly covered an essential part of their path towards the desired change, but, in a philosophical sense, change is a process in itself and not a point on the horizon. The changes made can be notorious within each organization, but there will always be detractors out of fear, resistance, denial, ego or any other human reason that escapes this article. Then, the results promoted by the prevailing business management models become feasible when the cultural change that any transformation entails is successfully overcome. Ignoring the latter and focusing only on the mechanical or structural aspects of change is doomed to failure since, at the end of the day, companies, as long as humans collaborate within them, are social systems.

In my experience as a consultant, some business transformation and expansion processes are going through this area of ​​the route with more difficulties than others. The reasons? Partly top-down leadership, communication and change management itself. The technical dimension of the challenge, although it is complex from the point of view of the adequate adaptation that must be made based on the business and organizational capacities of each company and the knowledge that this requires; By far, the cultural component is the variable that almost wholly determines the success or failure of this type of initiative.

Sustaining and keeping change alive requires the stoic and pragmatic leadership of a leader who is capable of seeing beyond what is urgent; that he understands that, in the medium term, every business challenge requires the prior development of specific internal capacities, and in general, that he appropriately communicates, contains and aligns his team.

On the other hand, it requires the incorporation of the correct beliefs in the organization to adequately decode “reality” in the work environment and also to reduce the friction between the search for security and its lack in situations of change.

To ensure and sustain a business transformation, it is not enough to have a plan. Leaders need to be committed to change, to be effective in aligning teams, to be skilful in terms of ideas and communication, to persuade and motivate, but also to exercise authority when appropriate to give a signal and, finally, to approach your actions with total adherence to the plan and its times, even when this implies assuming collateral costs.

Lastly, although the list could be longer, it requires accepting that in the world of high-performance teams, personal talent (knowledge, attitudes and skills) is needed, but also robust and efficient work systems that maximize team performance. As can be seen, one of the central challenges of change is to transmit this duality in which one or the other does not prevail, but rather one and the other: the technical and the behavioural.

To ensure and sustain a business transformation, it is not enough to have a plan. Leaders need to be committed to change, to be effective in aligning teams, to be skilful in terms of ideas and communication, to persuade and motivate, but also to exercise authority when appropriate to give a signal and, finally, to approach your actions with total adherence to the plan and its times, even when this implies assuming collateral costs.

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