Change happens one step at a time. Most organizations have no formal process for managing change. As a result, valuable resources, time and effort are often wasted solving the “wrong” problems. Step change is an organized process designed to guide business transformation. Deep understanding about who we are and what we do reveals powerful insight we need to focus thinking and effort on solving the most important problems. Step change is driven by need to identify, quantify, prioritize and overcome abnormalities, inefficiencies, bottlenecks and redundancies that impact operational performance. Once revealed, it is possible to develop an effective strategy to guide transformation efforts.
We learn through our experiences. Trial and error teaches us valuable lessons. The challenge is how we turn learning experiences into new areas of opportunity. Opening to new ways of thinking helps to shift perceptions creating new realities and opportunity to “see what others don’t see or choose not to see”. Need to generate new forms of insight is growing. What we see impacts what we do. Ability to reveal new sources of insight creates opportunity to change thinking about what can be done to improve value creation.
Early adopter research provides a foundation for benchmarking best demonstrated practices. Historically, we have leveraged early adopter research to learn how strategic enabling capabilities impact operational performance. Insight gained benchmarking activities of early adopters created opportunity to support development of powerful econometric data models we use to measure value creation. Benchmarking helps to trigger step change by enabling organizations to examine structures, practices and decision-making of world-class organizations. Competitive benchmarking often reveals new source of best practices and justification for need to change thinking.
Business models are frameworks used to communicate value creation – how organizations make money. Business models present context in which organizational structures, practices and relationships interconnect to support value creation. We develop business models to assess operational characteristics to measure changes in states and conditions that impact agility and innovation. Insight gained benchmarking practices and capabilities creates opportunity to identify barriers that can impede flow of business. Corporate silos and information technology often act as barriers to workflow since they tend to inhibit how knowledge flows through an organization.
The focal point of our work centers on modeling activity and measuring Corporate DNA. We define the unique characteristics of an organization through its DNA. Opportunity to measure changes in states and conditions over time helps to reveal problems and opportunities. Knowledge about events and practices help to define probabilities that alter and impact operational performance. Ability to generate new forms of insight introduces knowledge to change perspective about what needs to get done and why. Ability to execute and manage change depends on how we see things, timing, alignment of resources and effort, and a considerable amount of instinct and luck.
Successful transformation is often intuitive. What we know and the level of our understanding helps to define what we do. Knowing where to focus, what needs to get done first and why makes a "huge" difference. Need to avoid failures, cost overruns and mismanagement is vital. Need to create “buy-in” across an enterprise depends on satisfying "what is in it for me concerns" of every worker is extremely important. Ability to engage workers in change efforts depends on moral and level of confidence in what needs to get done. Buy-in is not an afterthought; it is the beginning of a successful engagement. It is vital to understand personal needs of every worker. Something that is basically nonexistent in the world of business. Personalization reveals understanding about needs. Every organization must learn how to understand personal needs. The foundation of every business is based on understanding needs. This is why activity-based research is so important. Corporate DNA is the foundation. It is the "secret sauce" to understanding needs. The future success of every organization is determined by its DNA. Value creation is a function of how DNA is understood, enabled and managed.