Working with CEOs, Owners & Senior Executives to lead change effectively

Facing Transition

Facing transition – doing things differently  – or doing different things

  • What are the priorities?
  • How to achieve them effectively?
  • What are the milestones and targets?

The recent economic climate has caused shifts in expectations and beliefs about business goals and employment. Facing transition is concerned with making logical and evidenced based decisions that deal with these shifts while also recognising the emotional consequences of these decisions. A structural change or a post-acquisition merger/de-merger are good examples.   t²i recognizes that facing transition affects all the people in the business, not just its leaders

Examples of Transitions relevant to today’s business world: -

  • The challenge of recent months for many companies has been to take a really hard look at every level of cost. Inevitably the result of this has been that many important priorities and projects have been postponed.

    As the economic environment improves, it is important to ensure that the priorities of the organisation are relevant to today and tomorrow. Taking a long and careful look at what needs to be done is crucial, for only for a few will it revert to ‘business as usual’.  

    We believe that this reflection process is absolutely crucial for long term success in our changed business world

  • Many companies have reduced the number of people that they employ. As their strategic priorities are redrawn, there is likely to be a consequence to the structure of the organisation.

    The leaders of the business have to identify whether the structure they have modified and slimmed down is best placed to deliver the strategic priorities on which future success depends. 

    Where it is not, and additional resources have to be sought, then these have to be carefully planned and implemented so that costs do not rise uncontrollably so destroying the very intention of the renewed priorities

  • Following any organizational change, perhaps a re-structure, a post acquisition merger or a de-merged business, there is a real need to align the understanding and efforts of all the people to the goals of the new situation.

    The clear lessons learned from almost every organizational restructure is that the result does not achieve the original expectation and often does not deliver the ROI required.

    The reasons for this are many, but a common thread seems to be the failure to properly engage the people in the success of the enterprise in its new form.

  • Increasingly, businesses need to build a common identity across one or more region, country or continent. Many companies have discrete operations, perhaps in one country or perhaps in several countries. Traditionally, each business unit or business function, operating as a silo, can make a valid contribution to growth, success and the bottom line.

    With increasing consolidation at national and international levels, however, this option looks less than optimal, as senior executives realise that true value will only be delivered when the whole organisation is seen to be operating ‘as one’

    Operating 'as one' means that there is a strong alignment between the people and the whole company, it is this alignment which distinguishes the truly great from the ‘adequate’ organisation.

Energize, Engage!

All content copyright © t²i 2009 | Website by Qdos Computer Consultants