Operational turnaround
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Getting the keys of a company represents quite an achievement for a private equity firm. It means that an opportunity was pursued, negotiations were conducted and a mutually attractive deal was structured. Yet all this seems like a walk in the park compared with the challenge of actually delivering the identified value.
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Management processes
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Critically important management processes are left at the discretion of individual managers, who are expected to define them themselves. Often, this results in an increased number of meetings that onerously consolidate information for upward consumption, with little useful direction or feedback in return.
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Transformation & system thinking
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More often than not, executives are quite good at managing their operation, not so at transforming it. When a fault line starts to appear between the business aspirations and its delivery, no-one has a real understanding of where it all went wrong.
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Transformation & communication |
Faced with the sluggish performance of their business, a management team will throw a lot of effort into analysing and understanding what needs fixing and how to do it. Yet, three months later, no sign of improvement is visible. What could have gone wrong?
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Sales bear traps
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For businesses selling their products or services to other businesses, a lot of discipline is required to keep sales sustainably profitable. These efforts are key to maintain focus, as sales can easily be blinded by the perceived upside of new deals.
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Gearing up an implementation
Another approach to transformation
Capability Development |
The struggle to see an implementation through is a daunting task. Pretty much all implementation projects look like a failure midway through, as what they have achieved is too incremental and not transformational enough.
Read more > When a business needs to change its ways of working, what often delays the decision to do so is the inability of the executive to drive that transformation. Genuine leadership qualities to motivate and win hearts and minds are a real gap.
Read more> The difference between corporate intent and implementation often boils down to capability gaps. Yet, staff will come out with a sober analysis of what was required to get over the line with these aborted initiatives. So, why is it that organisations tend not to tap into this pool of talent to achieve success?
Read more> When significant change needs to happen in an organisation, a big question to address is how to involve the middle management. Transformation models will be on a spectrum ranging from a central push to a divisional pull.
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