I passionately believe that every business can be a truly outstanding organisation where things work the way they are intended to.
With clarity of purpose, decisions can be taken at all levels knowing that they will make sense. When one of my clients had detailed its strategic focus a bit more, salesmen could understand what to consider as their hunting territory, and operations management could prioritise capabilities to develop for future contracts. Clarity of purpose also helped IT staff putting the right lenses on, knowing that their function was 40% more expensive than IT at their competitors along any metric.
With processes working the way they are intended to, ownership of issues is clear to all, even when you are talking about a 19,000 field engineers fleet. Escalation routes are clear and well understood. Under most circumstances there is a clear path of action that staff understand and can adjust to.
When purpose and processes are robustly back in place, more time and space can be claimed back to restore some of the lost hygiene in the ways of working. Feedback is given to staff. Meetings are cancelled if not useful. Communication happens and the hierarchy gets challenged. This creates time for staff members to focus on the core objectives of the organisation and to grow their expertise and their engagement. There is no better feeling than observing that.
With proven experience of working across all aspects of the turnaround or transformation process I would be delighted to discuss and provide examples covering:
Establishing root causes and business impact trade-offs,
Gaining stakeholder buy-in for complex changes,
Managing risks and resources and proactively involving executive sponsors,
Leading and coaching teams using proven team building techniques