Realizing step change business transformation requires robust management. A new guide from IFS, titled ‘how to achieve value from an enterprise-wide technology change’, primes management consultants and transformation managers driving high value, low risk business transformations with C-suite stakeholders. In this topic preview, Matilda Elvert, VP Customer engagement at IFS, looks at what it takes to embed a growth mindset and achieve change driven by business value.
When it comes to transforming a business, there’s one inescapable truth: change, sometimes, can be difficult. It’s all too easy to underestimate the time and budget required, and the unwavering power and importance of clear and regular communication.
The fact is, if it chooses to embark on a transformation journey, a business must own its own destiny. Ultimate accountability can’t be delegated to a vendor, partner or an advisor. Responsibility for ensuring compliance, certification, security and other critical operating model factors rests firmly with the board.
Understandably, organizations seeking to adopt best practice when planning change will often seek assistance from a third party such as IFS, an IFS partner or a change manager. An external perspective can highlight unforeseen issues and, through best practice, help to prevent costly mistakes.
Seize quick wins. Demonstrate gains.
By mapping a minimum viable go-live position at the outset, the organization can derive phases of incremental value quickly. Achieving a 5% efficiency gain within months, versus waiting three years to get the full 20% gain available, makes more business sense. This rapid early return on investment also lets organizations show employees how and why the wider change journey will be worthwhile.
Change needs a purpose.
It’s vital to communicate the reasons for change clearly, at every level, throughout the organization. In the case of an IFS solution, a Customer Success plan for the board details the short- and long-term operational goals, and growth ambitions, over the next three to five years. By sharing this vision internally with employees, and with other vendors and suppliers, everyone can see and understand what Success will look like and what change will mean for individuals and their roles. A Success plan is developed by undertaking an IFS Digital Business Value Assessment to pinpoint what specific operational and tactical activities and strategic initiatives will allow the business to transition from the ‘as-is’ to the ‘to be’ business state required.
Managing change with an eye to delivering incremental value often, and regularly communicating results, ensures all stakeholders stay engaged in the transformation journey.
For more practical guidance when advising the board, download the guide now.
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