A transformation is complicated to decide upon choices, evaluate if they are feasible and then what and how to do it. What is needed is to find ways to make complicated things more straightforward.
Additionally, finding a common language in a board or an executivesโ group is tricky (in practice, this does not happen so oftenโฆ)
The critical approach is to
- Find a common language to have fewer conflicts
- To make strategic choices to have a clear path to transform the company.
In a transformation, three areas need attention: the first one is the BAU -Business As Usual.
At the same time, if we approach a transformation, we start with goals; some strategies need to match the expected outcomes, change behaviours, and thus culture through active participation of our resources.
However, we also have the past, which is coming from the current situation. How can we simplify to recognise and decide what must be removed or those things that prevent focusing on the future transformation goals?
๐๐ผ๐ ๐ถ๐ ๐ถ๐ ๐ฐ๐ฟ๐ถ๐๐ถ๐ฐ๐ฎ๐น ๐๐ผ ๐บ๐ฎ๐ถ๐ป๐๐ฎ๐ถ๐ป ๐๐๐จ, ๐น๐ผ๐ผ๐ธ ๐ฎ๐ ๐๐ต๐ฒ ๐ณ๐๐๐๐ฟ๐ฒ, ๐ฎ๐ป๐ฑ ๐๐ต๐ถ๐ป๐ธ ๐ฎ๐ฏ๐ผ๐๐ ๐๐ต๐ฎ๐ ๐๐ฒ ๐ป๐ฒ๐ฒ๐ฑ ๐๐ผ ๐ฐ๐ต๐ฎ๐ป๐ด๐ฒ ๐ณ๐ฟ๐ผ๐บ ๐๐ต๐ฒ ๐ฝ๐ฎ๐๐?
In our HITโข High-impact transformation framework, we have included and customised the Three-Box Solution to make complicated situations more straightforward, allowing us to go through them and facilitate the decision-making process of transformation.
Created by Vijay Govindarajan in 2016 (โ๐๐ฉ๐ฆ ๐๐ฉ๐ณ๐ฆ๐ฆ-๐๐ฐ๐น ๐๐ฐ๐ญ๐ถ๐ต๐ช๐ฐ๐ฏ: ๐ ๐๐ต๐ณ๐ข๐ต๐ฆ๐จ๐บ ๐ง๐ฐ๐ณ ๐๐ฆ๐ข๐ฅ๐ช๐ฏ๐จ ๐๐ฏ๐ฏ๐ฐ๐ท๐ข๐ต๐ช๐ฐ๐ฏโ), with the scope of managing innovation aligned with strategies, it is used by us to align the current status, facilitate the changes required and being focused on both strategies and outcomes for the future from the transformation. It makes evident, confirmed, or remarked strategies, tactics, organisational changes, behaviours and thus culture, which need to be left out to reach the future goals.
We use this extension to:
- reduce conflicts finding more logical agreements,
- create or reinforce the awareness of Present-Future-Past
- transfer the future vision across the leadership to organisational resources while considering the present and the past.