We have all heard the stats: most transformations fail. Digital or not, 70 per cent of organisational transformations do not cross the finish line. The investment is lost. Results are elusive. And complaints abound. You might achieve your numbers for a while, but then people slip back to the old ways of working and nothing sticks, leaving you to solve the same problem again.
Even worse are the stats on employee engagement. As few as two out of 10 employees are all in. More than half would jump ship for another job if given a chance. Pre- and post-pandemic, the stats remain the same—bad!
Yet for all the bad news, there is some light. Roughly one in four high-performing companies do achieve transformation and create sustainable change and improvement. And about one in every four to five high-performing employees are more than often engaged.
So, what do they have in common, and what can we learn from them?
Proudfoot has been conducting operational assessments and implementing solutions for eight decades, including more than 30,000 assessments; 20,000 implementation programs; and over one million coached leaders. The takeaways from these boots on-the-ground projects are clear. High performing businesses and their teams have two things in common:
1. Management models, operational models, and business models get equal time
High-performing companies realise they need to focus on management, operational, and business models to deliver a safe, productive, sustainable, and engaging operation. They look at the business through each of the three models:
Diese Geschichte stammt aus der August 2021-Ausgabe von Indian Management.
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Diese Geschichte stammt aus der August 2021-Ausgabe von Indian Management.
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