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Accelerating Corporate Transformations(Don’t Lose Your Nerve!)
Accelerating Corporate Transformations(Don?t Lose Your Nerve!)
Ask any CEO who has overseen a corporate transformation what should have been handled differently, and you are likely to get this answer: “We should have — and could have —moved faster.”
Such executives have a long list of regrets: They wish they had unified the leadership team right away. They wish they had engaged employees sooner and quickly drummed up support for the new vision. They wish they hadn?t waited so long to test their assumptions and refine their key initiatives. And they wish they had generated some visible returns early on, to accelerate the commitments and reinforce the expectations of employees, customers, suppliers, and investors.
Any corporate transformation—launching the next major phase in an organisation, executing a new corporate strategy to achieve breakthrough performance, enabling a new executive leader to take charge, or integrating an acquisition — is fraught with challenges. More than 25 years ago, I began chairing an innovative programme that convened groups of CEOs and their executive teams for two-week sessions at Harvard Business School, where they collaborated with faculty members and noncompeting peers on solving their most serious challenges. They met again nine months later to share their experiences. Within a few years, a clear pattern emerged from the programme: The biggest barrier to corporate transformation was getting organisations to execute their bold new ideas quickly. Since then, from my direct involvement as principal process architect in more than 25 corporate transformations led by new and sitting CEOs, I?ve concluded that many talented executives don?t fully appreciate the following subtle but powerful insights:
? Transformation launches must be bold and rapid to succeed. Yet, embedded in most organisations are six kinds of “speed brakes” that can slow things down to a grinding pace.
? During business-as-usual periods, these brakes may be
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