What are the factors that must be considered in business transformation?
Number one is the leader, because he was an inspiration and a driver. If leaders do not support it difficult. Top leaders in the company's main asset is a business transformation process. Second, equally important is the support of the employees. Indeed, the transformation must be started from the helm, but the participation of the employees cannot be ignored. Third, contextual aspects, namely the environment. His influence comes from all sorts, could be a crisis, competition, etc.. Fourth, the system can make a sustainable business transformation runs. The system is meant to be a knowledge management. So the system was arguably habits (habits) that had built the company to advance the employee and the company.
What foundation or pillars that must be built first as a company is to transform?
I think that precedes the two pillars are the top leaders and the environment. Useless if leaders screaming about change if companies cool calm environment only. Thus, subordinates will comment why have to change if the situation is fine. Usually this happens to a company that is the sole player in the area. Then the environment without a leader (leadership) would be a mess. If a leader does not care, then the (subordinate) were not able to do anything and the company will fall.
In your opinion, what could be the key to success in a business transformation?
For me is the persistence, for business transformation with the terms and prerequisites not take a little while, the annual count. If in the middle of the road have discouraged the transformation of business will likely fail.
Business transformation has a wide scope, investment, and planning a long time. In your opinion, what indicators can be used to see the success or failure of a business transformation?
For the short term, the indicator is the change in performance. Success or failure of a business transformation ultimately will be judged by revenue, profit, turnover, etc.. Slightest change will be compared with the situation before the transformation. Then the second indicator is the change in behavior. Changes in human behavior course toward a better though not necessarily significant. Changes in behavior were to be seen whether or not the company. It can be done through observation, survey, or assessment.
How important role in the transformation of the CEO or chairman of the company's business?
Firstly it will provide inspiration. Inspiration is how he delivered the conditions which demonstrate the urgency for change to all employees. Leaders must have tips for communicating the company's competition being faced with a language that is simple for employees. Second, the leader of the driver, he had to walk the talk. When he called for changes in the behavior of the employees he himself must change his behavior because he was the driving force of change. So he took turns with the employees.
How should a company leadership role as a transformational leader?
If the company compared with the soccer teams, he is a captain. Furthermore he is a midfielder who serves as a playmaker, he is draining the ball from back to front.
What are the support system needed?
There are two types of systems, the soft systems and hard systems. Soft system in the form of corporate culture. Companies must create an atmosphere where change is seen as a habit by the employee, not a problem. Hard systems are devices such as SOPs, regulations, procedures, and so on. Hard core system is automated as much as possible mechanisms. Often if a change of leadership of the devices are changed. If hard and automated systems have been defined, then a new leader will think hard to replace existing systems.
How to mobilize the support system?
Both soft and hard system should reinforce one another, reinforcing the term. For example, a corporate culture emphasizes the spirit of learning, but the management system does not support it, ultimately supporting systems are not synchronous. There needs to be alignment of the two systems.
What usually causes the failure of the business transformation?
First, the failure of the transformation caused by the absence of persistence. If a company is quick to give up in the process of transformation that he will lose the opportunity. If you do not want clients to run another company then the company should be consistent in the long process of transformation, because competitors also consistent. Clients were consistent in meeting their needs. When a company has been left behind when the transformation takes place, he will quickly run out of breath in the pursuit of its competitors. Second, another obstacle that can lead to failure of the transformation is a leader who is not pro-change in the event of changes in leadership. Third, the unconformity between the soft systems and hard systems that can lead to confusion in the employees especially those below. Fourth, subordinates who do not have the capability. The change would require an increase in the capacity, if not prepared HR transformation could certainly fail.
In your observations, what constraints for SOEs in business transformation?
Mutually directors, especially changes that are too short duration, is also a term that is too short leader. Second, the pool of talents that are considered by the directors change leader. Though not all talents are change leaders, the selection process was mixed with political interests that can be chosen is not a change leader. If that's the case then the business transformation faltered.
To state what should be done to anticipate these constraints?
Government as the owner must have a talent management system at the level of directors. In the Ministry of SOEs need some sort of special detachments that monitors the quality of top level management in state-owned enterprises, so that they could put the would-be leaders to suit the needs of each state.
To anticipate obstacles to private sector business transformation?
I think what is needed is a belief among the private sector, the change is necessary and inevitable. Often private companies, including market leaders were complacent, do not move to continue to innovate. Conditions were certainly dangerous to the established private companies, because we never know when a storm is coming.
What kind of ideal stages in a business transformation? What levels-levels that must be traversed?
The first stage is the awareness and understanding of the real conditions faced by the company. The second is how to make such a consciousness of urgency to make changes. That's where how companies build communication (packaging urgency) of all units in it becomes very crucial. Third, the transformation plan. Fourth, mobilization from top to bottom. Finally, the implementation or execution. Further evaluation of course, whether or not changes are needed again.
What can and cannot do in a business transformation?
It should not be the main thing is the leader did not do what they ask their employees to do, do not walk the talk. Both of which should not be done is when HR was not ready mentally and capabilities. The third is when the support system is out of sync. Meanwhile, the opposite must be done three of these things. To prepare HR can be through training. 4.5
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A business entity can achieve almost anything as long as it has good top leaders and a good environment. A lot pf preparation is needed as well. This article is very informative. Thank you for posting this.
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