Enterprise change initiatives are becoming more frequent and essential for companies. Here’s how to upgrade your transformation agenda.
Estimated read time: 3-4 minutes
Are business transformation strategies in need of some transformative new thinking of their own?
The stakes have never been higher for these big-swing initiatives, and the difference between sticking the landing or spinning the company’s wheels can have significant ramifications in this era of compound volatility.
But much like the fast-moving business climate itself, the roadmap to deliver impactful enterprise change is moving just as quickly—with an increasing trend of multiple, overlapping transformation initiatives on multiple fronts.
So, what separates the value-driving transformation winners from the others? A focus on four key priorities, as we outline in our new report, “Navigating the complex transformation agenda.”
Here’s what you need to know.
Our thorough new research includes feedback from two related surveys over the last year, which captured the latest perspectives on enterprise transformations from two perspectives: senior executives (200 respondents) and middle managers (1,002 respondents). This dual approach provides a powerful cross-reference that captures a complete view of the transformation landscape, from the managers up to the C-suite.
Among the key findings, our surveys found that:
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Both the executives and middle managers also cited several persistent gaps and risks, including poorly defined key performance indicators (KPIs) to measure success, inconsistent change management, and a lack of key technology and labor capabilities. One high-profile example was a general lack of confidence on rapidly adopting and leveraging generative AI: 22 percent of executives did not feel their organizations had the right technology and data infrastructure in place, and just 15 percent felt they had the right people to execute on generative AI.
Like transformations themselves, our new research identified an enterprise transformation agenda that is evolving quickly in a continuous effort to make impactful changes stick. These major investments of the company’s time and money are becoming more important, not less. And that’s the case even as many organizations struggle to deliver measurable value.
But rather than pulling back, companies are leaning in—and raising the ante on the related risk-reward dynamics. In our research and work with clients, we’ve identified four priorities that drive successful transformation initiatives by tightly connecting the required strategic, financial, and operational execution:
As our new report details, while transformations are often challenging and always complex, successfully delivering value is possible—with the right approach, expectations, and agenda.
You can download our new report now for much more information, including:
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