strategy

Change And The Big Bang Theory

By |November 6th, 2014|Categories: Change|Tags: , , , , |Comments Off on Change And The Big Bang Theory

It’s a hectic world out there with technological advances, competitive challenges, and government regulations (just to name a few variables) coming at organizations at breakneck speed. In response, leaders and managers are becoming more worried about failing than they are about learning and improving their organizations’ capabilities. As such, we are finding that even the most forward-thinking organizations are increasingly choosing to hunker down and solidify their positions, as if they can stave off trouble by maintaining the status quo.

The truth is change is coming to a theater near you and soon, but how it comes is entirely up to you. That is the measure of control you do possess. Change can come incrementally or manifest itself as the Big Bang!, and the latter will be much more disruptive than the former, we promise you.

Very often in our line of work we’ll hear someone in IT / IS or Corporate services say, Thank goodness that project is finally finished, as if one particularly pesky piece of business is behind them and it’s smooth sailing ahead. Well, no. If you don’t want to go through the Big Bang! experience (otherwise known as when the wheels fall off), this is not the mindset you should cultivate. Each and every day we at TAG spend considerable energy helping organizations become comfortable with the concept of incremental or continuous improvement. Why? Because if you’re constantly improving, you rarely suddenly arrive at the Big Bang! crossroad.

You can either be the Changer or the Changed, but it is better to be the actor than the acted upon. Change will not be denied. If you choose internal stasis through passivity or inertia, external agents will force you to change because the …
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Squishy Goals Mean Squishy Outcomes

By |October 31st, 2014|Categories: Strategy|Tags: , , , , , , , , |Comments Off on Squishy Goals Mean Squishy Outcomes

Performance measurements are only as good as your goals.

Goals ► Priorities ► Outcomes ► Initiatives

Do your organizational goals sound something like this: Foster talent by building a culture that maximizes opportunities for growth. Sounds nice, right? But how would you measure that? How would you know when you’ve achieved it? The truth is, it would be next to impossible. Whether you’re creating goals at an organizational level or at an operational level, here are some tips for improving them so that you can demonstrate their achievement.

Describe the outcome.
The trick is to describe the result you hope to achieve rather than the activity. Measuring an activity can result in meaningless metrics. (It is also wise to stay away from words and phrases that cannot be measured such as maximize or more efficient.) Here’s a possibility: Growth and innovation will increase through training, mentoring, and creating time buffers around scheduled projects.

Studies have shown that goal specificity and level of difficulty have a direct impact on employee performance: Goals that are specific and challenging (but not unreasonable) lead to better performance by motivating employees.

Create line of sight.

Just as important, a clear line of sight should exist between corporate objectives and the goals set at the operational level—employees should be able to grasp their roles’ importance in the larger picture. In order to achieve this, it is helpful to include different levels of the organization in developing the goals to ensure consensus, cooperation, and realistic goal-setting.

Define the measure.

Once your goals have been determined, you will be able to think about how you will measure the outcome.

Performance measures should be as explicit as your goals, and answer the following:

It is an old saying but true: you cannot manage what …
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Indecision—Get Off The Fence!

By |August 21st, 2014|Categories: Change|Tags: , , , , |Comments Off on Indecision—Get Off The Fence!

On an important decision, one rarely has 100% of the information needed for a good decision no matter how much one spends or how long one waits. And, if one waits too long, he has a different problem and has to start all over. — Robert K. Greenleaf, Servant as Leader

Indecision rarely leads to anything positive. In my 35 years of experience working with clients, I have seen enough snafus, courtesy of a reluctance or unwillingness to make a decision, to know that any decision would have propelled the organization forward or at least broken the log jam. If you are one of those hesitating or hugely disinclined to make a mistake (as we all are), here are some pointers I give my clients:

YOU DON’T NEED ALL THE INFORMATION TO MAKE A DECISION. Very often you have enough information based on experience (knowledge gleaned from past mistakes and successes) and objective data. If 20% of a problem isn’t well understood, go with the 80% that is. Today’s competitive market isn’t conducive to lollygagging.

IT MAY NOT BE ALL UP TO YOU. SOUND OPERATING PRINCIPLES SHOULD DIRECT YOUR DECISION-MAKING. Most organizations have a Mission Statement and Operating Principles that support it. For example, Starbuck’s Mission is to “ inspire and nurture the human spirit – one person, one cup and one neighborhood at a time,” and their operating principles focus on quality in their product, diversity and respect among their partners, and making their cafés a haven of humanity as well as contributors to the community. What are yours? What are the Operating Principles that will create the culture and guide the behaviors leading you to your goals? Here are some ideas to consider:

If sound operating principles …
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Decisions, Decisions. Or Maybe Not.

By |August 7th, 2014|Categories: Change|Tags: , , , , , |Comments Off on Decisions, Decisions. Or Maybe Not.

Nothing is so exhausting as indecision, and nothing is so futile. So said Bertrand Russell, British philosopher, mathematician and political activist. Aneurin Brevin, the Welsh Labor politician put it this way: We know what happens to people who stay in the middle of the road. They get run over.

Making decisions means risking what is known for what is not. In my line of work, I have seen many organizations mired in keeping the status quo because the bogeyman in the hall is whispering, what if you’re wrong? The irony, of course, is that by not making a decision—right or wrong—you end up doing nothing, and this poses a far greater risk because your competition is certainly doing something. ​

Fear of the unknown and fear of being wrong are formidable inhibitors to decisive action. There are others, such as a reluctance to be held accountable, but even that is anchored in fear. Another inhibitor is being overwhelmed by the number of factors involved: the people who will be affected, the processes that will change, available resources, and so forth—aspects I call the “what.” The “why” of a decision is the part usually easily identified; Something has driven the case for change. It may be an eroding top line, a dissatisfied customer, excessive overtime, the competition, or staff malaise. But how to address the “what”—that becomes the immovable object stopping many decision-makers from acting quickly and decisively. Often, they feel compelled to have all the answers before embarking on any course of action. Unfortunately, seeking those answers, they usually consider the internal ramifications—conditions within their control—and neglect those coming from external sources such as the market, competition, technological advances, etc. And those considerations don’t wait.

This is …
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Reorgs and Crash Diets: What They Have in Common

By |May 6th, 2014|Categories: Strategy|Tags: , , , |Comments Off on Reorgs and Crash Diets: What They Have in Common

TransAccel is often asked to help organizations figure out where they should be three to five years from now, and we immediately set about assessing where they are, thinking about strategies, and devising transition plans. But here’s the thing: Very often the client wants to start with a structural reorganization.

Now the truth is if you start with a structural reorganization, it’s like going on a crash diet. Everybody knows the naughty non-foods you can cut out, just like everybody knows which low-performers could be eliminated or how work could be shuffled around to immediate effect. So you lose a few pounds by cutting out “empty calories” and get rid of some of the obvious encumbrances at work—a quick fix that’s very gratifying. But what happens after that? Usually all the weight comes right back (and then some) and the reorganization doesn’t really change a thing—everything reverts to the way it was. Why? Because the underlying behaviors are still the same.

A diet that relies on simply cutting calories is bound to plateau or fail because there’s considerably more to maintaining a healthy weight and body that includes exercise, eating complex carbohydrates, drinking plenty of water and getting plenty of rest. It is a lifestyle change. Likewise, restructuring an organization is much more complex than focusing solely on getting rid of problematic players or reshuffling the team. The key to sustainable organizational change is to look at the organization holistically and to define the operating model and its various components: roles, processes, governance, sourcing, services, and then structure, and how these are interconnected and measured. Are the right people in the right roles? Are there processes that could be simplified, platforms that could be shared? What …
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Rx: Annual IT Health Check

By |July 26th, 2011|Categories: Assessment|Tags: , , , , |Comments Off on Rx: Annual IT Health Check

Welcome to TransAccel’s inaugural blog! I’ve been eagerly anticipating the opportunity to talk to you about what I see as the biggest challenges facing IT and business today. To stimulate my thinking around the new adventure of blogging, I’ve been reflecting on the many years my colleagues and I have strategized, innovated, and just generally cleaned up messes. You have your stories too. This is the place to share them, and we hope you do.

Over the next few months members of my team and I will be writing about:

Where to start? For me it all begins with a good understanding of who you are, where you are, and where you would like to be. And, just as an annual physical exam uncovers potential health issues, we insist on a “IT Health Check” too. After all, how can we know what remedial measures to take without an initial assessment?

Now, it seems pretty obvious that getting an annual check-up is smart and generally contributes to better health, right? Well, how many IT organizations put off a yearly exam and try to self diagnose? Worse yet, how many IT organizations have never even had an exam—you know, an independent review of how they operate? Interestingly, when we do a “Health Check,” we find that most IT organizations today are similar in two respects.

First—and to the seeming surprise of Business—IT is made up of human beings who have the same issues as everyone else: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, inattention to detail, and indifference towards results. Having been in the business some 30 years I can tell you without question that these “soft” skills are just as important as “tech” skills …
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