Speed Up Decision-Making While Succeed In Transformation-The Three Boxes Solution
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 executives’ group is tricky (in practice, this does not happen so often…)
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?
𝗛𝗼𝘄 𝗶𝘀 𝗶𝘁 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗺𝗮𝗶𝗻𝘁𝗮𝗶𝗻 𝗕𝗔𝗨, 𝗹𝗼𝗼𝗸 𝗮𝘁 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲, 𝗮𝗻𝗱 𝘁𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗮𝘁 𝘄𝗲 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗽𝗮𝘀𝘁?
In our HIT™ 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 (”𝘛𝘩𝘦 𝘛𝘩𝘳𝘦𝘦-𝘉𝘰𝘹 𝘚𝘰𝘭𝘶𝘵𝘪𝘰𝘯: 𝘈 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘺 𝘧𝘰𝘳 𝘓𝘦𝘢𝘥𝘪𝘯𝘨 𝘐𝘯𝘯𝘰𝘷𝘢𝘵𝘪𝘰𝘯”), 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.
