Lessons learned during large scale transformation programmes

Transformation projects help organisations thrive (or survive) in the future but what are the common lessons learned that might help you on your journey.

For many organisations, a transformation project causes them to want to sprint and reverse at the same time. The leaders of the organisation understand that they need to move quickly to take advantage of the benefits that will help them thrive (or survive) in the future, but the mere thoughts of embarking on such a project fills them with dread.

A healthy level of trepidation is to be expected when embarking upon a major programme of any kind and there is a lot at stake if it fails to deliver. Let’s take a look at a few lessons we’ve learnt working on large-scale transformation projects that might help you on your own journey – these lessons are common to all types of transformation and deliver the best results.

We’ll also hear directly from two of your fellow Alumni, Claire Corish and Nick Redmond, both of whom have recently completed very different but equally impactful transformation projects.

1. Any transformation effort will live or die on strategy and collaboration

As we’ll hear from Claire Corish, breaking down silos can be one of the most critical steps in any transformation. Overcoming team and department silos can often be a challenge, but also entirely necessary. Without the free flow of data, technology and processes, an organisation will never be able to fully realise the benefits of a transformation programme. However, this needs to be done very carefully, underpinned by a strategy. 

Every transformation project needs a well-defined and well-communicated vision. While you might have a strategy that’s been signed off by the board, the translation of that to the people impacted by the work needs to be black and white. People don’t care about a “transformation project,” they care about what it will achieve. Gaining their understanding and trust is key, particularly where they or their role will be significantly impacted.

2. Technology is half the answer

Following a year of such profound disruption, many organisations are frantically evaluating existing and future technologies looking for the silver bullet to solve all their problems. While it’s true that technology is likely to be a major enabler of the majority of transformation efforts, machines can’t achieve results on their own. 

Technologies like AI and robotics can create huge efficiencies and opportunities, but you can’t just buy an AI machine and press go; technology integration is hugely reliant on humans - how will employees, customers, and other stakeholders interact with it? Ultimately, the benchmark for successful technology comes down to whether it’s helping the humans in an organisation do what they need to do. 

Successful transformations are about reinventing and employee or customer experience, not just implementing a new system. As we hear from Nick Redmond, reimagining Glanbia Performance Nutrition as a direct-to-consumer business involved a great deal more than a new SAP platform. 

3. Executive leadership and strong governance are essential 

A solid governance model outlines roles and establishes processes for keeping leadership informed. However, for it to work, the model must be sponsored by a company leader. While the nature of the project will dictate which leader should spearhead the effort, it’s essential that the leader in question remains closely engaged throughout the project. The most successful transformation projects are led by leaders that roll their hands up and get involved in both the strategy and the execution. It also helps with visibility. If an organisation can see that the CEO is behind the initiative, you’re much more likely to get buy-in from the broader organisation.