Remote working and the increasing risk of Transformation Programme failure

It’s regularly reported that over 70% of transformation programmes fail so it’s safe to say that, at the best of times, successfully managing business and digital transformation is a challenge.  

Drivers for transformational change can come from many directions including regulatory, technology (e.g. core platform replacement) and organisational (restructure / cost reduction etc). However, regardless of the primary driver, it’s likely that the entire organisation will be impacted, and it takes experience and a particular skillset to understand the complexities involved and the impact on the company’s operating model as transformational change can impact:  

• Organisational design and governance frameworks 
• People, skills and culture 
• Processes and customer journeys 
• Data, applications and networks 
• Internal and external stakeholders, third parties and vendors.  

There are a lot of moving parts which are all connected; all of which need to be considered, orchestrated and appropriately managed so that programmes stay focused, on track and deliver what’s expected and needed.  

However, over a year into the pandemic we are still nowhere near the best of times.  

Covid-19 has forced companies to work in very different ways, with remote working likely to continue to be the norm for many people for months to come, despite the gradual opening up of the economy and the vaccine rollout.  Consequently, this has seen the removal of two layers of communication which companies need to be aware of, particularly now given that many are looking to relaunch new (or resurrect previously deferred) change programmes.  

The first comms method lost is obvious insomuch as face-to-face meetings and workshops aren’t really possible. Although this has partially been compensated for by virtual meetings using Teams and Zoom etc, what is lost is the body language aspect – the subtle and unconsciously transmitted signals that can sometimes tell a very different story to what is actually being said.  

The second is the informal communication that ‘just happens’, where sometimes important things can be discovered from situations such as:  

• Water cooler conversations 
• Overhearing conversations of colleagues 
• Fortuitously bumping into people 
• Spontaneity – grabbing someone for a quick chat or going for coffee  

There are no doubt many other informal communication mechanisms that we no longer have access to and, although difficult to quantify, there will inevitably be an even higher risk of transformation programme failure as a result. 

It’s therefore critical to ensure any programme has the right leadership and oversight in place to ensure that the right approach is being taken, and there is maximum clarity and minimum ambiguity at all times. 

Get in touch with us to see how we can support you with your transformation programme.