We have been in the business of giving advice for more than 6 years. Businesses, big and small, have paid us top dollars for many things, from crafting a business transformation strategy, one that will keep them future proof, to validating the top boss’ pet project, something that they would just like an outside guy to put a stamp on. Unfortunately, the ratio of businesses successfully executing a strategic transformation to those that either abandon it or spend enormous amounts of time and money, only to realize that they should have abandoned it months ago, is lower than we would like to admit. Having seen a lot of botched up executions due to infinitely complex project structures, dysfunctional teams and not enough weight given to data when making decisions, we decided to start a series of notes that give a deeper look into the world of everyday strategy executions. We go into excruciating details about how poor management decisions, both at the upper as well as at lower levels, lead programs astray. We reflect on how effective project teams are not only effective inside the office but also outside the regular confines of office walls. Hopefully, these notes will give our readers some insights into the recipe of charting a successful business transformation. We will try to take an approach that has its foundation in acute observation and objective assessment and one that doesn’t sound professorial. You will not find jargon laden MBA concepts being referenced but only plain common logic because trust us, if only an MBA guaranteed success, we would not have so many organizations capsizing every year. Not everything we say here will mean a lot to everyone out there, but everything we say will mean a lot to someone.
Read, follow, bookmark us, or not. The journey has just begun.
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