The Art of Going Slow to Go Fast in Transformation Execution

In today’s rapidly evolving business environment, executive teams and transformation leaders are under immense pressure to drive their organisations to adapt, evolve, and transform. The pace of change creates the need to go fast, but the art lies in going slow whether the goal is to update an operating model, improve operational processes, reduce costs, optimise headcount, or implement a new ERP system, these initiatives are crucial for maintaining competitiveness.

While the urge to rush through these transformations is understandable, it often leads to missteps, misalignment, and ultimately, failure. The true skill lies in adopting a “go slow to go fast” approach, one that emphasises meticulous planning, strategic alignment, and deliberate execution to achieve sustainable success. But why slow down in a world that demands rapid results?

Let’s explore the principles that make this approach not only viable but essential for successful transformation, supported by real-world examples across various industries.

Aligning Vision with Transformation Execution: Lessons from the Telecommunications Industry

A clear and unified vision is the foundation of any successful transformation. This vision acts as the strategic compass, guiding decisions and ensuring alignment with long-term objectives. The challenge is to ensure that this vision is communicated effectively and embraced across the organisation.

In my role with a regional Telecommunications powerhouse, we faced the daunting task of executing a global organisational reorganisation across multiple countries. The key to success was establishing a unified vision that everyone could rally behind. By doing so, we centralised operations, eliminated redundancies, and optimised efficiency, resulting in significant operational cost savings and a substantial reduction in headcount. This transformation was not just about cutting costs but aligning every action with the broader strategic goals of the organisation.

Key Steps to Align Vision with Execution:

1. Unified Direction: Establish clear, measurable objectives that align with the broader business strategy. In the telecommunications sector, this meant creating a precise roadmap for each region, ensuring that every department knew its role in achieving the company’s overall goals.
2. Engagement from the Start: Engage stakeholders early to foster shared understanding and commitment. During the reorganisation, we involved regional leaders from the outset, ensuring that everyone was in tune before implementation began. This approach minimised resistance and ensured a smooth transition.

Detailed Transition Planning and Execution: Creating the UK largest Software Business

Transformation projects, such as operating model changes or headcount reductions, are inherently complex and require detailed planning. A well-structured transition plan serves as a roadmap, breaking the transformation into manageable phases with clear milestones and deliverables.

In merging two Software Industry Giants, we faced the challenge of integrating two legacy IT functions post-merger into a unified structure capable of supporting the company’s growth ambitions. The creation of a new operating model was central to this effort. This transition plan not only addressed immediate operational needs but also laid the groundwork for long-term success by securing additional funding and enhancing our cybersecurity posture.

Core Components of a Robust Transition Plan:

1. Impact Assessments: Regularly evaluate the potential impacts of changes across business units. In context of this M&A, this meant conducting a thorough analysis of our cybersecurity vulnerabilities, which led to the implementation of a comprehensive remediation programme.
2. Gap Analysis: Identify gaps between current operations and desired outcomes, and develop targeted action plans to bridge them. Our gap analysis revealed significant discrepancies in our IT capabilities, which we addressed by renegotiating key agreements to secure necessary resources.

The Role of Governance and Leadership: Insights from the Defence & Aerospace Industry

Governance and leadership are critical to driving successful transformations. A strong governance framework provides the necessary structure to manage the transformation process, while leadership ensures teams remain focused and motivated, especially during challenging periods.

As an external transformation adviser in the Defence & Aerospace Industry, I played a key role in a major transformation, which involved creating new regional hubs organised around specific lines of business. By establishing a Transformation Office and leveraging strategic tools, we were able to standardise global processes and enhance customer focus. This governance framework was crucial in maintaining momentum and achieving our transformation goals.

Best Practices for Effective Governance and Leadership:

1. Dedicated Leadership: Appoint leaders specifically responsible for overseeing the transformation. In the defence and aerospace sector, this meant having regional Transformation Officers who reported directly to the Executive Team, ensuring that each region’s unique challenges were addressed.
2. Structured Governance: Implement a governance framework with regular reviews and clear communication channels. The Transformation Office served as the nerve centre, coordinating efforts across the globe and ensuring that every part of the organisation was aligned with the transformation strategy.

Proactive Problem-Solving and Change Management: Insights from the Value Creation Programmes

Change management is the engine that drives successful transformation. It’s not just about implementing changes but also about securing buy-in from those affected. Engaging stakeholders, managing expectations, and maintaining transparent communication from the outset are critical.

In another Telco related PE owned business, we undertook a comprehensive operational transformation that required realigning operating costs with revised budget goals. By applying Safe Agile principles and setting new OKRs/KPIs, we were able to significantly improve efficiency. The key to success was early stakeholder engagement and a well-crafted communication plan that kept everyone informed and on board.

Strategies for Effective Change Management:

1. Early Stakeholder Engagement: Involve key stakeholders early to gather insights and secure their buy-in. In the cybersecurity sector, we ensured that every department was involved in the planning stages, which helped mitigate resistance and foster a sense of ownership.
2. Comprehensive Communication Plans: Develop a communication plan that includes regular updates and tailored messaging. This was critical in the cybersecurity industry, where clear and consistent communication helped us navigate complex changes smoothly.

Continuous Improvement and Post-Go-Live Support: A Lesson from the Enterprise Software Industry

The transformation journey doesn’t end with go-live. Continuous improvement ensures that changes are sustainable and continue to deliver value over time.

During my time in the Private Equity Software Business, I was tasked with recovering a critical ERP programme that had faced significant challenges. The key to our success was a commitment to continuous improvement, which involved ongoing reviews, implementing quick wins, and providing sustained support to end-users. This approach ensured that the ERP system not only met its initial goals but continued to deliver value long after implementation.

Post-Go-Live Best Practices:

1. Ongoing Reviews: Conduct regular reviews to assess the transformation’s impact. In the enterprise software sector, we held periodic assessments to ensure that the ERP system was functioning optimally and making the intended impact.
2. Quick Wins: Implement quick wins to build confidence in the transformation. Early successes in the programme were critical in building momentum and gaining stakeholder trust.
3. Sustained Support: Provide ongoing support to end-users, including training and help desks. This meant establishing a robust support system that helped users adapt to the new ERP system and leverage its full potential.

Creating a Culture of Relentless Performance Centred on the North Star: The Telco Industry Example

A successful transformation requires more than just careful planning and execution; it also demands the creation of a culture of relentless performance that permeates every level of the organisation.

In the Telco Industry, we implemented a programme that integrated commercial, technical, delivery, and support functions. This initiative not only improved service delivery to major telecom operators but also created a culture where every team member was focused on achieving our strategic goals. By aligning team goals with the organisation’s North Star and celebrating achievements, we fostered a high-performance culture that drove sustained success.

Building a Culture of Performance Centred on the North Star:

1. Lead by Example: Leaders must exemplify the relentless pursuit of excellence. In the telco sector, I ensured that our leadership team consistently aligned their actions with our strategic goals, setting the tone for the entire organisation.
2. Embed Performance into Every Layer: Performance standards should be ingrained into every aspect of the organisation. This was achieved by aligning every department’s goals with our overarching objectives.
3. Celebrate and Reinforce Achievements: Recognise and reward those who contribute significantly towards the North Star. We celebrated every milestone, reinforcing the connection between individual efforts and our broader organisational goals.

The art of going slow to go fast in transformation execution is about recognising that successful change, whether in operating models, processes, or systems, requires careful planning, deliberate execution, and continuous adjustment. By adopting a measured approach, organisations can navigate the complexities of transformation with greater confidence, ensuring that the changes made are sustainable and aligned with long-term strategic goals.

It’s not about how quickly you can implement change but how effectively you can manage it. Strong governance, effective change management, a well-supported change network, and a commitment to continuous improvement and risk management are the pillars of a successful transformation. Additionally, by cultivating a culture of relentless performance centred on the North Star and leveraging fractional transformation leaders as the eyes and ears of the executive sponsor, organisations can ensure that they not only reach their goals but exceed them, positioning themselves for sustained success in an ever-evolving business landscape.

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