"If you can’t measure it, you can’t change it.”

Peter Drucker

Real transformation takes time. Most business transformations are multi-year projects. And in that time, the world will continue to change.

As we’ve seen, ensuring you deliver against a program’s objectives means being rigorous in the execution. It’s important that you stay on track with your transformation strategy and also quickly spot opportunities to adjust and improve your approach over time.

How are we doing?

The metrics themselves are likely to be many and varied. Having easy-to-access reports that clearly show where you are against both your baseline and your targets is vitally important.

In terms of people, this should show where positions are being removed, filled and vacated at the enterprise, cost center and individual level. Where you spot areas that are deviating from the plan, underperforming against the strategy or increasing costs beyond what’s acceptable, you should be able to quickly drill into the detail.

From here, you can course-correct or even pivot if necessary to remain focused on delivering against your strategy. Again, it’s important that this information is easily understandable to all relevant stakeholders. It should form the core of the narrative business leaders use to keep everyone up to speed on where the organization has got to and what it will take to get where it needs to be.

Telling transformational stories

Painting this picture of a transformed future for the business shouldn’t be a simple one-time event. To be effective, leaders need to use every opportunity to tell and retell the story of why the business is transforming.

In doing so, they should also celebrate and reinforce successes along the way, helping maintain momentum and stakeholder engagement. And they should be able to tailor the story, using metrics specific to each division and department to make it more relevant to individual teams.