An Important but Overlooked
Transformation Manager-A Vital Link for Ensuring Change Happens on Ground
- • Who doesn’t know the ingredients for a successful transformation? There are many: Top management alignment, continuous communication, the inclusion of all the stakeholders, benefits realization plan, risk mitigation plan, and the right team structure, etc.
- • Here we are not covering these topics as enough has been written on them; instead, this article focuses on an aspect that has been often overlooked but is a vital link to ensure change at the ground level.
- • This aspect is that of the selection of a suitable Transformation Manager. How do you select and nurture a transformation manager? What are the right skills required against the expectations of a transformation manager?
- • A transformation manager is not very senior either in the organization hierarchy or in the transformation team hierarchy, a person with 8-12 years of experience, so he does not have the authority to mobilize various teams and yet he plays the most important role in bringing the transformation mission onto the ground. In the excitement of big-ticket transformation or seeing the transformation manager as an operating position the organizations tend to commit mistakes in not giving due consideration to the selection and nurturing of the transformation managers.
- • In a number of transformation engagements that we have undertaken, we have seen how a transformation manager plays an important role. In one of the supply chain transformation engagements for a large FMCG MNC, we saw how the transformation slowly went into a negative spiral once a new transformation manager joined as the previous one was asked to join back the operations. It took months before the organization realized that the new manager was not ready for the role. In the meantime, the engagement suffered, the blame game started and the motivation levels went down. Perhaps all this could have been avoided
Expectations and Skills of a Transformation Manager
- • A transformation manager is a key link between the leadership team and the team on the ground. He is the person who facilities and ensures that the transformation bears the fruit on grounds. Let’s see what is expected out of a good transformation manager
- • Create win-win situations for all the stakeholders on the ground. Typically, a transformation has many stakeholders including consultants, service providers, internal cross-functional teams, and sometimes the representatives of the customers as well. A good manager should be able to take everybody along and yet do not deviate from the main agenda of the task on hand.
- • Review the progress and ensure the tasks are completed on time & of quality
- • Proactively ask for help from the leadership team in case the issues are not getting resolved at his end. Here the important thing is that he should not come across as a person who brings problems but a person who is able to spot the right issues and also has some options for solving them. Many times the leadership team may not know what works on the ground and here a good transformation manager can play a very important role
- • Unwavering commitment and energy to see that the transformation sees the light of the day. Often transformations start with a big bang but lose their momentum somewhere in the middle. A good transformation manager maintains the right environment and the energy level throughout the transformation through regular drumbeats, events, and communication mechanisms.
- • A positive temperament: It’s not easy to get work done from the teams who are not reporting to you, are cross-functional and some are external. Ability to influence without power is one of the key qualities of a good transformation manager
- • A good understanding of the functional area of the transformation
Against these expectations what’s the reality
Many organizations make any or all of the following mistakes when settling on the person to carry out the role.
- • The first available person is selected to carry out the task, regardless of whether he is the right fit for the job. Usually, capable executives already have a lot to handle, and they may not be free, However, just putting a person who is not yet ready for the role can actually have a negative effect on the entire transformation process.
- • The person selected is well versed in the domain knowledge, is available but lacks soft skills. This results in miscommunication, lack of inter-departmental coordination, and general confusion.
- • The person who has been selected as the transformation manager is not fully committed to the process. This is perhaps one of the most difficult things to gauge properly. Unless the incumbent is thoroughly invested in the process of transformation, the desired changes are unlikely to be affected.
And what’s the solution
- • Define clearly what is expected and against what skills are required
- • Select the right candidate rather than who is available; if the person has exhibited theses skills then this is good; Normally it is not possible to change someone during the course of the project – it’s a tall order.
- • Mentoring is important
A transformation manager is a vital link who ensures change happens at the ground level. A wrong selection can lead to delays, failures, and demotivation and sometimes irrevocable damages. In the excitement of a new change, organizations tend to overlook its importance and the transformation may fall through the cracks. On the other hand, a careful selection and mentoring go a long way in ensuring smooth and sustainable transformation.
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