Where does one start the process of change? Even before we get there, are we really talking change or transformation? How are the two different? Can both be small or big? Ok, transformation appears to be deeper, bigger and more sustainable than change. Transformation has a positive connotation around it and may also carry lesser burden than change often does. Let’s therefore use the dimensions of change and transformation interchangeably.
Why are you looking at transformation? What are the end results you want accomplished? People, of course primarily lead transformation; often people are required to change in order for a certain outcome to happen. Consider for instance, the case of a Sales Manager having to penetrate a defined market more aggressively. Historically, this market has been growing only at a moderate level and now the management is of the view enough is not happening in order to grow the market. Heading the geography is a company veteran, 10 years in the system, knows the Distributors extremely well. One of the questions coming up often is: has there been complacency on the part of the Sales Mgr? Also at stake is a much invested initiative of the Sales Department. In order to create success in this kind of scenario, one of the key drivers is to have the Sales Manager proactively explore the steps to be taken- is he with the decisions taken (it would be great to have stake holders participate in the decision making as much as the system and situation allows), is there a confidence and conviction in the desired outcome, action plans, members of the Sales team- who and how, etc. Easier said than done! How does one achieve this?
In the scope of the framework that I propose, we are essentially exploring and setting up a mechanism that involves identifying the current scenario, what are the gaps and tying consequence to outcome.
The ADADA framework for Transformation:
- Define Outcome and Activity Plan
- Agreement on Outcome and Activities
- Define the consequence of Outcome
- Action out the consequences
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