A FTSE 250 company we worked with, was passionate about developing a culture of continuous improvement. People from every level of the organization had ideas on how to improve their Customer’s experience and understood the issues which made processes ineffective and inefficient. Equally, there was a common belief that previous attempts at driving improvement have been very “hit and miss”. Review of the data confirmed that they were right – most of the improvements attempted had either not been successful or had not been sustained.
Last month, you learned about the award-winning change management project I ran recently together with my associates. This month, you’ll discover how you can apply our unique six-stage methodology to your own change programme, with its focus on yourself and others (know yourself and know/support others).
Note that it’s important to accomplish each phase before you move on to the next, as each step builds on the previous one – if you skip or skim over a phase it’ll come back and bite you!
Being agile and adaptive in today's age of ecosystems and accelerated change has seen a shift in what transformations of legacy organisations look like. Time to rethink what we mean, do and measure, when we talk business transformation.
Defining ' transformation' in relation to strategies and initiatives
A few years ago someone told me about a frustrating experience they’d had attending a Lean Six Sigma workshop.
This piqued my interest. They were a senior leader in the business and new to the world of Lean Six Sigma. I asked what had happened to make them feel this way.
This is what they told me…
We don't say breakthroughs in science are disruptions to the diagnosis and treatment of terminal illnesses, so why call revolutions in the operation, products and services of organisations and their industries, disruptions?
Balcroft has provided operational consulting support to numerous companies across a multitude of sectors and organisations. Whilst we have been extremely successful in achieving the needs of our clients, we have always been faced with a recurring problem within each project. The common theme is the presence of at least one assassin within the organisation.
“You can’t do this on your own”
On the 9th of June, The Business Transformation Network held a VIP event on Delivering Customer Centric Continuous Improvement, which was attended by Director level transformation professionals from a number of FTSE organisations and alike.
Below are some of the key thoughts and notes from the evenings’ event, which will give you an insight into the discussion points:
by Andrew Fox
Group Head of Learning and Talent Development at HSBC
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.