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?
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