Your Business Operations Taken To The Next Level

Need to shift your organization from today’s ‘business-as-usual’ process flow to a new way of doing things?

Organizational Readiness. What is the big deal?

Start with: How much of the success of your organization’s initiative depends on people adopting new approaches and adapting to new performance conditions? 10%? Maybe 30%? If it’s about process involving people, this number is necessarily large.

Now, for some simple math to gauge the value of Organizational Readiness.

1. First, what is this change going to cost you in terms of the basics:

1. • • • People (cost of your own and any outsiders),
       • Process (cost of performance decline, time spent getting ready by focusing time and attention away from normal day-to-day activities that pay the bills (like testing, training, meetings, travel, material production, etc.)), and
       • Technology (systems, equipment, upgrades, data mining, sunsetting)
2. Now, factor the % of success dependency gauged earlier with the cost you just considered.

Even as a notional number, what is your comfort level with risking that amount? While you’re at it, do not ignore the related intangible additional costs from the hit on trust, confidence, employee satisfaction, and customer satisfaction if Organizational Readiness is left to chance.

Organizational Readiness. It is solely on the leadership team to make sure the organization is ready to take on “The New” with at least the same vigor, rigor, finesse, and performance of the current state aka As-Is aka “The Old Business-As-Usual.”

Organizational Readiness. Starting with the end in mind only works when you have these two elements:

• A clear understanding of your current state and the measures used to determine your organization’s bill of performance health
• A clear vision of the future state and the standards you will use to determine that you have ‘arrived.’

Organizational Readiness. When asking the team to change what they do or how they do it, this is your primary objective. It cannot be delegated or relegated.

WHY?!? Like it or not: This is the domain of those who have the power of reward. Period. If the leadership team does not regularly demonstrate – in solidarity – that this change DOES matter, it doesn’t.

It’s on You to make Change possible.

Managing the Root of Risk

Active and Visible Sponsorship

How does something SO boringly obvious continue to undermine best-laid plans? Great question!

The research findings remain consistent. And, the financial impacts are reported in the Billion$ of dollar$ (and growing!).

What IS clear? The costs, the irrecoverable impacts on customer satisfaction and employee morale, and the lost trust and declining confidence surrounding the leadership team.

What has NOT been clear – until now – is the tactical, practical approach for you to stay on the WINNING side of those statistics.

Our signature Organizational Readiness Framework© provides the guidance and tactics for the Win.

Fortify the Future

Developing ‘Leaders of Change’

The Organizational Readiness Framework© facilitates your organization’s success on two strategic fronts above and beyond fail-proof business process change:

• Develop and build on a model of self-sufficiency in leading performance-enhancing change across the entire enterprise
• Enhance your leadership team’s strengths in and modeling strategic planning, communication, integrity, humility, self-awareness, innovation, problem-solving, decision-making, collaboration, and courage.

Our framework and blueprint provide the foundation for a resilient, high-functioning leadership team capable of effectively and efficiently managing the one true constant in business – Change.

Leadership’s “will” prevails over organizational “won’ts.”

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