A key characteristic of transformation programs that sets them apart from most other large scale projects is that they tend to run for years rather than months, requiring a sustained effort and focus over a long period of time.
Guarding against fatigue for the people delivering a transformation program is essential, however what else needs to be considered to ensure the program is set up for continuous success throughout its life cycle?
There are a number of key challenges that should be taken into consideration when executing a multi-year transformation.
Do not set and forget
The streams within a transformation program can change over time as scope is delivered and the nature of future initiatives can be quite different from previously agreed deliverables.
For example the initial phases of a transformation could be to implement an Enterprise Resource Plan (ERP) with a large emphasis on IT activities. Subsequent phases may then focus on Business Process Re-engineering to unlock the value of the system, which requires greater business input and leadership.
The transformation executives overseeing the program need to be cognizant of the changing nature of the streams and ensure the governance structures (including the key stakeholders who participate) are appropriate. They should also be mindful that the various control authorities and processes are regularly reviewed and adjusted as required so they remain fit for purpose.
Consider refreshing your sponsor
This is important for two reasons. Firstly, as the transformation program progresses the focus on the outcomes could shift from one business unit to another. So the original sponsor at the establishment of the program may no longer be the most appropriate or logical sponsor one or two years down the track.
Secondly, the skill set required to energise all key stakeholders behind the initiatives and to get a program up and running, can differ from the skill set required for the longer haul of sustained execution.
Always make it bite-sized
Transformations by their very nature are large, complex initiatives. Regardless of size, the key project delivery fundamental of breaking down initiatives into smaller components that are more easily managed should not be ignored.
In fact avoiding the big bang approach becomes even more important. So effort should be put in during the planning phases of the program to deliver in discreet, manageable releases.
Communicate early and often
Getting the organisation energised around a transformation program requires a significant amount of up front communication and user engagement. Once the business is engaged it is important to keep them so. Ensure the focus is maintained on the communications and change activities during the life of the program.
Those inside the program who are living and breathing it will remain engaged but the outside world may quickly move on and forget if not regularly reminded of why the program is underway and its importance.
Transformation programs are not just for Christmas
Often the initial establishment and engagement of the business can be the easy part of a transformation program.
Executing a successful transformation that leaves the business in better shape requires sustained effort and regular calibration to make sure the governance, processes, people and messaging is always fit for purpose for whatever phase the transformation is in.
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