“Process change has become embedded in individual functions and business units, and they have seen the benefits to their bottom lines. So they come to IT because they want to know what other parts of the company have done. We’ve gone from being the engineers of new processes to being the movers of innovation across the company.” ~ Lee Scott, former CEO of WalMart
“Much more remains to be done to help companies turn Sustainability goals into action,” said Georg Kell, Executive Director of the UN Global Compact. “CEOs clearly see the need to instill Sustainability at all levels and roles within organizations, and this unprecedented level of data and analysis will enable us to help them on their journey to truly embedded long-term Sustainability.”
Business Transformation, when designed as an Opportunity, is the alignment of Business Strategies, Objectives and Requirements that orchestrate your enterprise resources (i.e., Customers, Operations, Financial, IT, Suppliers, etc.). The desired change is directed by unique Roadmaps and is measured by metrics for Growth, Performance and Savings.
Business Transformation can be defined as the “combination of strategic, process, organizational change, and technology development focused around one clear vision, resulting in a significant change in the organization and substantial financial benefits.” This has been the theme in previous chapters and now we need to link the value of transformation into actions and milestones.
Corporations, whether small, medium or larger sized, are always faced with refinement and improvement of complex business systems and strategic processes. Often these key structures are intertwined, so Transformation must be controlled and managed.
Transformation is controlling business change in order to reposition your organization by exploiting potential increases in Growth, Performance or Savings. In today’s environment, success can be derived from applied best-in-class solutions.
Successful transformation can be implemented incrementally, based on a project’s focus such as efficiency, productivity, profitability or a selected combination. In the beginning, select the “low lying fruit” that is easy to complete, build team confidence and can quickly apply the new tools and training for your entire organization.
Management of risk and its mitigation are key to any successful project. In a low reward scenario, a single project that is positioned to take advantage of technology could also be applied in order to streamline processes and provide efficiencies with little downside risks. At the operating or department level, productivity gains and financial rewards can be gained through streamlined processes and/or technology. In another scenario, co-transformations between departments can produce a synergistic effect, and again the efficiency increases rewards. Last and most significant is the strategic scenario of transformation that would encompass the whole organization providing systematic rewards and results.
This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
Jarvis Business Solutions, LLC
Web site: http://www.JarvisBusinessSolutions.com
Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
 Goonan, Brian, “Business Transformation: Doing it Right, Part I,” CIO Magazine, 9 February 2005