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Meir, you raise some excellent points, “It means that
leaders should re-align (if and when required) basic values, attitudes and
For business transformations to succeed, they must look beyond restructuring business processes.
In the Fall of 2013, the local news media in Phoenix, Arizona reported a backlog of more than 6,000 cases of child abuse and neglect that went un-investigated by Child Protective Services (CPS). But three years earlier, in March 2011, CPS Director Clarence Carter recognized that the workload was unsustainable, and kicked off a systemic process improvement initiative. To accomplish his goals, CPS contracted with a nationally recognized third party team of experts from Change and Innovation Agency.
Each of the major work flows in the process of keeping children safe and improving child and family well-being were dissected and laid out from beginning to end. The process led to the elimination of the need for more than 200,000 work hours of staff time each year. But there were no long-term sustainable performance improvements, as caseloads continued to rise, and employee turnover for case investigators continued to climb. By focusing strictly on BUSINESS PROCESSES without understanding the interaction between PEOPLE (skills, performance levels, decision-making), PROJECTS, and INFRASTRUCTURE (IT systems, technology, facilities, equipment), the process improvement initiative failed to achieve measurable improvement.
Business transformation initiatives must realign employee skills (hard & soft), performance levels and decision-making with corporate strategy and goals. They must revisit business processes and projects to determine whether they are aligned with corporate strategy and goals as well. Finally, they must assess whether the employees functional areas have the right infrastructure (IT systems, technology, equipment and facilities) in place to help employees meet their performance expectations.
Business transformation initiatives must collect data that can provide valuable insights into making informed, strategic decisions to better align people (hard and soft skills, performance levels, decision-making, etc.), BUSINESS processes, projects and infrastructure (equipment, facilities, IT systems, technology, etc.) with company strategy and goals. By looking at all the variables simultaneously, leadership can effectively and efficiently allocate resources to optimize outcomes, and achieve its business transformation objectives.