"Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”

Abraham Lincoln

We now have clarity on where we are as an organization. We’ve explored many scenarios for how we transform, so that we can meet current and future opportunities and tackle threats. And we’ve selected the best design for our business. The challenge now is how to get there.

The problem of execution

Many business transformations that struggle to meet and sustain their objectives, do so in the execution phase. For all the focus on technology and processes, effective transformation mainly comes down to what your people do on a daily basis.

It’s not enough to shuffle boxes and reporting lines on an org chart. You need to be able to clearly visualize the roles you’ll need in your future state.

This will enable you to map people to positions using criteria relevant to your specific objectives. It should also allow you to create robust selection methods and assess the talent pools you already have. In doing so, you should be able to spot duplications and gaps in individual roles, enabling you to decide whether people should be reassigned, and to identify key hires you’ll need to make.

Getting change teams on the same page

The complexity of modern transformation initiatives means there are likely to be many workstreams happening at every stage. With the right level of visualization, you should be able to take an aggregated view across the entire project.

This will enable you to better engage implementation teams to ensure you have the resources you need to make change happen where it really matters—on the ground in your business. It means you’ll be able to run parallel change teams while maintaining a central view of progress against your objectives.

Again, the more visual you can make this, the better. This will help you get your teams aligned and moving in the same direction.

Most companies get the vision right, but the execution is the hard part: more than half of companies undertaking transformation fail to achieve the desired business result.”

Stephen G. Hasty, KPMG