How to get an Organizational TRansformation Right

Now that companies have finished cutting, closing, "right sizing", etc., it’s time to figure out what to do with what’s left. Executives are now trying to figure out how to get their new, leaner organizations focused on driving performance again. In their haste to reduce costs quickly companies now find themselves with “lumpy” or “overtaxed” resources and/or essential areas completely gone.

Where to start? Here’s what I’ve learned on where to start, and how to be successful. I call it the “T’s” and “R’s” of organizational transformation.

TARGETS – the starting point and the first “T”. Given the new economic reality, how targets are determined, agreed upon, forecasted and measured all must be rethought. That new thinking then must cascade its way down through the organization. Once defined and communicated, you then move on to the addressing the second “T.”

TOOLS - what tools are needed by the organization in order to reach the targets? In this category, I include key enablers such as process, infrastructure, systems and measurement, etc. If this is not addressed fully...it will impact how you evaluate the next “T.”

TALENT – once you have an understanding of the results you’re trying to achieve and a good idea of what tools are needed THEN you address Talent. This includes defining skill sets, competency, organizational structure, roles & responsibilities. This particular “T” also creates a subset of “R’s”.

The R’s include:

• REALLOCATE - correctly allocating resources along the work flow should address the “lumpy” effect. Depending on the approach your organization took during the downturn will determine the amount of work you’ll need to do here. For example, in companies that made headcount reductions across the board…this may not be an issue. But for others that made cuts based on a performance and/or a ranking system, it could be a big deal…e.g. one group may have remained relatively untouched based on their performance while another part of the organization was completely decimated.
• REALIGN – resources may have to be realigned based on gaps left by RIF’s. Also, changes in corporate and/or customer needs and/or priorities may also bring about a need for “realignment.” Make sure you address compensation and performance objectives (e.g. MBO’s) during this step.
• REFRESH – could also call this step “reinvigorate.” After everything your team has been through during the past 12 to 18 months, it’s time to motivate them…this is not a “one and done” event. Build a 12 month plan and be consistent.
• RECRUIT - after all is said and done you may need new talent (for example, analytics, social media, etc.) either “coach 'em up” through training (the last “T”) and/or bring in new skills sets.

TRAINING – now that the resources are aligned, it's time to ensure that everyone knows how to use the tools, execute on their responsibilities, etc. Yes, it’s time to invest in your staff...again!

5 Key Questions for Creating a Compelling Value Proposition & an Integrated Communication Plan

I’m about to share with you the secret formula for; 1) creating a rock solid, compelling value proposition (for products, services, solutions, etc.) and, 2) aligning (enterprise wide) your corporate communications. It will seem like a very simple approach, and it is, but once you try to get consistent answers from the organization to the following questions (in order) you will understand why this is so challenging...and why so many companies fail.

Keep this in mind, effective communication to customers must happen through a consistent delivery of the right message, to the right customer, at the right time, in the right channels to facilitate effective, efficient dialogue.

This is how you do it. You have to be able to collectively (with the right internal groups) answer the following five questions in order:

1. Who? – what audience/segment are you targeting, and why
2. What? – what do you want/have to say to that segment that is relevant
3. Why? – why would they listen
4. When? – when do you contact them, and how often
5. Where? – where do they want to receive the message

Sounds simple right? If only. Here are a list of challenges you will face when go through the process:

• Who - right off the bat, you will find folks arguing about your target audience, the segmentation approach, the segments, etc.
• What – oh, you’ll have plenty of things you what to tell whatever audience you settle on but you will struggle with relevancy
• Why - now comes the killer question…why would they listen? Seen this question bring grown men (and women) to their knees. The reasons are many; Marketers don’t understand the products, products aren’t differentiated, etc. Getting this question right is the key to the whole process.
• When – the challenge is deciding on at what point in a sales process, a marketing campaign, events, etc., and the frequency of contact. Touch them too often and/or at the wrong point you’ll get opt-outs, too infrequently, you’ll get no mindshare.
• Where – notice that I said, "they", and not "you" on where the communication happens. Yes, it's about your customer and where they go for information not where you want to put it. Find out where your audience goes to get information and/or determine their perference for receiving it. The othe challenge is ensuring that the message fits the channel. Certain messages/value proposition, etc. fit a certain channel better than others. It’s worth the time to figure this out.

This approach creates an execellent output but it will take time, discipline and many iterations to get right...good luck.