July 18, 2022

Management Science of Transformations - Breakthrough Improvements

 

I strongly support development and use of management science. In the area of productivity, I promote productivity science. McKinsey consultants published number of articles and papers on the "Management Science of Transformations."


The 24 actions of transformation

24 practical actions were identified based on the experience of McKinsey consultants as the supporting actions for  the successful implementation of a transformation. (Below are the list of actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results of a survey conducted among industry executives.

Senior managers communicated openly across the organization about the transformation’s progress and success

Everyone can see how his or her work relates to organization’s vision

Leaders role-modeled the behavior changes they were asking employees to make

All personnel adapt their day-to-day capacity to changes in customer demand

Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work

Everyone is actively engaged in identifying errors before they reach customers

Best practices are systematically identified, shared, and improved upon

The organization develops its people so that they can surpass expectations for performance

Managers know that their primary role is to lead and develop their teams

Performance evaluations held initiative leaders  accountable for their transformation contributions

Leaders used a consistent change story to align organization around the transformation’s goals

Roles and responsibilities in the transformation were clearly defined

All personnel are fully engaged in meeting their individual goals and targets

Sufficient personnel were allocated to support initiative implementation

Expectations for new behaviors were incorporated directly into annual performance reviews

At every level of the organization, key roles for the transformation were held by employees who actively supported it

Transformation goals were adapted for relevant employees at all levels of the organization

Initiatives were led by line managers as part of their day-to-day responsibilities

The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)

A capability-building program was designed to enable employees to meet transformation goals

Teams start each day with a formal discussion about the previous day’s results and current day’s work

A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability

Leaders of initiatives received change-leadership training during the transformation

A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation

https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/how%20to%20beat%20the%20transformation%20odds/how_to_beat_the_transformation_odds.pdf

They asked executives of a sample the actions they have taken among the list and their opinion on the success of the transformation initiative.


The science behind transformations: Maximizing value during implementation

Our latest transformation research shows that the largest share of value loss happens during implementation. What can leaders do to prevent it?

https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/the-organization-blog/the-science-behind-transformations-maximizing-value-during-implementation

https://www.mckinsey.com/business-functions/transformation/our-insights

https://www.mckinsey.com/business-functions/transformation/our-insights/how-many-people-are-really-needed-in-a-transformation

https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/successful%20transformations/december%202021%20losing%20from%20day%20one/losing-from-day-one-why-even-successful-transformations-fall-short-final.pdf

https://www.mckinsey.com/business-functions/rts/how-we-help-clients

https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/five-moves-to-make-during-a-digital-transformation

https://www.linkedin.com/pulse/odds-transformation-24-actions-srikanth-ghanta/

https://hbr.org/2016/10/organizations-cant-change-if-leaders-cant-change-with-them

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