Last time your company ran a transformation program, how did the management team organise to get the job done? Did they choose an approach – and implement it – before the uniqueness of the work was understood?
The odds are they did – and probably chose one of these approaches:
1. Allowed each function do its own thing, relying on cooperation between them.
2. Handed the lead role to the Director most affected by the change to delegate downwards.
3. Selected a Program Director and gave him the authority and resource to get the job done.
4. Split responsibilities between functions in some incomprehensible way. Usually for “political” reasons – to cater for executives with fragile egos who feel left out.
Whatever happened, many of us have been around long enough to know there is no single right way to organise a program.
But we do have good instincts on which approaches flourish – and those that wither on the vine. We’ve all seen plenty.
Let’s look at some of the issues in “jumping the gun”.