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In most contexts, transformation is a codeword. It's kind of like
"downsize," which is a scary word, so years ago someone thought up, "rightsizing."
Well, "transformation is really just code for, "change." But since we've always been
taught that people resist change, some marketing genius thought up the word transformation
years ago.
Pinpointing your cultural strengths and weaknesses, so the strengths can be exploited
while the weaknesses are overcome, is the cornerstone of BMGI's cultural assessment.
From there, we can develop an execution plan. If we don't identify the cultural factors
to be preserved, together we risk too much change, too fast, and in turn we risk the
very essence of your business that must continue to perform throughout the change process.
We also must consider one of the lessons of the Depression of 2009
(see David Silverstein's Blog on why we call it a depression) and
that lesson is that growth and the search for greater profits is important,
but the preservation of value must be considered before the drive to increase value.
Once change is ready to begin - and often the word "culture" is put in front of the word
change, we need to understand how change REALLY happens and one of the most important
aspects of your change effort is understanding that it takes time.
It's not uncommon for companies to specify, quite arbitrarily mind you,
how quickly they want their change to take effect. There's a reality to change
though and that reality is that the time necessary to effect real, lasting change
is dictated by several factors including:
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The tempo of the business (how people work, the sense of urgency,
impediments to change such as union workforces or regulatory environments,
the existing culture, etc.).
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The nature of the underlying processes that must be changed (core process
cycle times, product development lifecycles, etc.).
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The time to replace the experiences of employees with new experiences (insert link to the article, "The Cycle of Change").
BMGI understands the different elements of transformation (change) and that a
change can be comprehensive, or that change can primarily focus on one of the
three circles: Strategy, Culture, Process.
To achieve comprehensive change, a balanced and coordinated
emphasis must be placed on all three. To read more about Strategy,
Culture and Process Transformation, please
click on the appropriate circle below:
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