Video playlist: transformation outcomes

Harry: Businesses often find it challenging to articulate what good transformation looks like for them. You've got to start with a clear understanding and expression of the outcomes you want to deliver, and that will vary depending on the stakeholder. What's the value for customers, shareholders, leaders or employees, for example? Each group will have their own view on whether the transformation has been successful, even if the change programme was delivered on time, to spec and on budget.  

Dave: The business case you're delivering might be hard to quantify, but good transformation is dependent on your ability to track and measure how and when anticipated benefits are realised, including those that are less tangible. We live in a rapidly changing world, so any transformation programme will have to adapt along the way. It's important to remember that it's okay to change course, as long as you clear on why you're changing and continue to have the right mechanisms to track, measure and control the benefits that you're realising as you go. 

Harry: No transformation is perfect. It’s hard, but it is possible to experience good transformation if you bring all the required ingredients together. It should feel like a positive journey, whether you're in the team delivering the change or a recipient of it. Transformation should never feel like it's been done to you, but that you’re part of the change and that you're in control. 

Dave: At the outset, there's always work to do to communicate the vision and what the journey will look like to the rest of the organisation. It's inevitable that people will experience different emotions at each stage of the change. In a good transformation programme, there ends up being a pull from the business, a desire for the change to have real positive impact. 

Harry: First and foremost, you'll have delivered value in line with your ambitions. Whether that's making the most of digital, growing market share, increasing efficiency or improving your employee experience. The list could go on, but a legacy should be much more than that. It could be people at the core of the business becoming transformation specialists and requiring less support from external consultants. Or it could be embedding a culture of continuous improvement, reducing the size of the peaks and valleys of change required to stay competitive.  
 
Dave: Or it could be shaping the next generation of leaders, establishing a culture that embraces transformation and creating a sense of positive energy across all stakeholders throughout the organisation. Whatever it may be, successful transformation will always leave you and your organisation better positioned for the future.