Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in
Business Transformations Jyoti Madabhushi Tata Consultancy Services ltd. Synergy Park, Non SEZ, Gacchibowli, Hyderabad, India-500032 Abstract: Transformation is not undertaken in isolation. A portfolio of initiatives are undertaken across the organisation which is a mixture of change objectives and execution of business as usual activities. Any transformation whether it is IT, business etc. which go hand in hand is a change management strategy which has the aim to align people, process and technology initiatives of a company more closely with its strategy and vision. In turn this helps to support and innovate new business. Transformation is making fundamental changes about how business is conducted in order to help cope with a shift in market environment. Keywords : business, change
Organization,
transformation,
Large and small organizations are going for business transformations in order to act on emerging opportunities. Every company knows that implementing lasting, positive and integral change to its business functions including changes through mergers and acquisitions is key to gaining a competitive advantage. Any transformed business requires an infrastructure that aligns with the new vision and encourages and supports the change. Innovative approaches are required to share services and infrastructure. Changes in process, infrastructure or management are catalyst for new behaviours. Behaviours change as individuals and groups align themselves with the values and vision of the organisation. Behaviour of the organisation should be consistent with the brand values. It has a direct impact on service delivery or product development time and indirect as it conveys the first impression to potential recruits. The way we relate to visitors, the way we conduct meetings, the dress code of the organisation, the way the telephone is answered, the way stories are told within the organisation, the team dynamics and inter team relationships are some of the things that can have a ripple effect in terms of organisational performance. The key to living the vision is through engagement with staff, through raising awareness, developing understanding and involving people in the change so it perpetuates the ripple through the organisation
Imperial Journal of Interdisciplinary Research (IJIR)
to create sustainable transformed behaviour. Transforming work styles to deliver major improvements in performance. This requires a step change in the business model of the organisation or its operational delivery model. Transforming customer service depends on the alignment of the people to the organisational values and good processes, infrastructure and measures to support the customer. Customer service is the first and the last thing an organisation will be judged upon. How we deal with a customer complaint can be the most power representation of our vision and values. In fixing a problem, we can ensure that a customer stays with us for life and new customers hear about our willingness to put things right and provide excellent service. Transformation is a costly business due to upfront investment needed to realise future savings. Return on investment is to be realised within an acceptable timescale. Approach to benefits mapping and business case development starts with the setting of the vision. Acknowledging the need to set achievable targets and delivery timescales is essential for success. Using tried and tested models around change along with proof of concepts pilots to build confidence of the doability of any transformation. This is the way to justify investment and realise benefits. A transformed organisation is also an innovative organisation. Transformation is everyone’s business and improvement is part of transformation. Transformation is needed in all sectors of the economy and all organisations. The private sector may focus on profit, the public sector on improving services, the not for profit sector on supporting their mission goals. Transformation may include vision, organisational strategy, processes, infrastructure, places, behaviours, customer services and innovation. Unless the people, structure and processes are aligned and engaged for the change, any transformation initiative is bound to fail. Business transformation is a change management strategy which has the aim to align people, process and technology initiatives of a company more closely with its new challenging business strategy and vision. A business strategy sets goals and defines the customer value proposition and delivery. Business transformation
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Imperial Journal of Interdisciplinary Research (IJIR) Vol-3, Issue-2, 2017 ISSN: 2454-1362, http://www.onlinejournal.in calls for a timely top down and bottom-up tailored communication with all internal and external stakeholders. Without putting the right metrics in place any strategic change will fail. Determining the right evaluation criteria and motivators for different employee groups is essential for delivering on the strategic goals. Processes must be re-aligned with the strategy and re-thought from an end to end perspective. Stakeholders should contribute to company chosen value discipline, customer intimacy, product leadership or operational excellence. Managers need to have lateral cross functional thinking and capabilities in process management. The way leaders behave and set examples enables and motivates people. Leaders should be on board with the strategy so that they ensure the leadership model and encourage the behaviour expected from their people. In any change, program culture cannot be changed immediately. Culture change happens through diligent and concerted efforts. Change is happening all the time and at an increasing speed. We can see it all around us. These disruptive changes have impact on the business models of the organization. They are forcing organizations to make tough choices on the way they do business, the way they communicate with their customers, about their product and service offerings, their internal processes, their applications and IT infrastructure. Thus transformational change is changing fundamentally what we do, how we do it and for whom we do it. It implies making new assumptions, accepting a period of discontinuity and working through a period where these are no easy answers. Organizations need the capability to adopt change, make decisions and to align their strategic goals. Business transformation planning is an essential process for effective design and management of business transformations in a changing world. To get from strategy to execution, organizations need the capability of designing and
Imperial Journal of Interdisciplinary Research (IJIR)
implementing change based on the strategic direction which is what is business transformation planning. Be the change we want to see in the world. Transformation is every one’s business, whatever be the leadership role, be it the country or an organization, build the aspiration in others whatever be their position in the organization to be leaders every day in promoting and delivering change. Improvement is part of transformation. Transformation is needed in all sectors of the economy and all organizations. The private sector may focus on profit, the public sector on improving services and the non-for profit sector on supporting their mission goals. Implementation may be different and different drivers might be instigating the initial journey of change, but it is transformation all the same. A transformed organization is also an innovative organization. Business benefits from transformation initiatives are not realised simply by going live. Benefits realization begins when the critical mass of users adopt the new processes, tools and operating model effectively. Globalization, digitization, shift in economic growth regions, changes in energy costs and adoption of newer technologies across industries are the factors changing the dynamics of business. Hence organizations are trying to transform their business models to address changing customer needs, consolidate market positions and to expand into new segments and geographies. The changes in market place dynamics generally call for changes in business strategy and models. Author’s Information Jyoti Madabhushi, B.E, M.S. has got more than 25 years of work experience in IT industry with more than one and a half decade experience in project management. She has worked in various capacities from being a hands on technical person to project manager, program manager, portfolio manager to strategic business unit head mapping her portfolio to the changing trends in IT.
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