CEO Advisors’ Guide eBook copywriting, IFS

CEO Advisors’ Guide eBook copy sample, IFS (US English)

[Excerpt]:

Part 5

CHANGE MANAGEMENT: REALIZING STEP CHANGE BUSINESS TRANSFORMATION

There’s no denying change can be difficult. It’s therefore no surprise that all too often advisors and board members will hear what they want to hear, not necessarily what they need to hear.

In the RACI change management matrix model (responsible, accountable, consulted and informed), the ‘accountable’ pillar for any project must always sit firmly with the customer. Any business must own its own destiny if it chooses to transform. Ultimate accountability for compliance, certification, security and other critical operating model factors rests with the board. Accountability cannot be delegated to a vendor, partner or an advisor.

Third party input. Discovering best practice

Understandably, organizations planning change, and seeking to adopt best practice, will often choose to make a third-party responsible for advising on certain aspects, and executing certain tasks. That could be IFS, an IFS partner or a change manager.

This external input and perspective is important, and extremely valuable. It forces organizations who are not applying best practice to question why, and understand the full business cost (for example preventing automated software updates) of that variation to their operations.

Successful, sustainable business change can only happen when there is a business-wide understanding of the vision, benefits and value, and a cultural appetite to execute the transitions needed to succeed.

[Excerpt]:

Part 6

PRIORITIZING BUSINESS SUCCESS: CREATING EFFECTIVE SPONSORSHIP AND GOVERNANCE

Every organization should have a constant business pulse – a drumbeat – around governance.

Governance is not about external auditing or observation, or simply calling out wrong behaviors. Instead, effective governance is about transparency and self-improvement, embracing any mistakes as learning opportunities for everybody involved.

According to a McKinsey Global Survey, only 16 per cent of employees said their company’s digital transformations have improved performance and are sustainable in the long term. A further 7 per cent said that performance improved, but improvements were not sustained.

Recent research from Forbes found that 70% of digital transformations fail on their stated objectives. As a vendor and a business enabler, IFS has a duty to advise and to help our customers to maximize their chances of success.

That’s why our approach embraces Centers of Excellence, sponsorship and governance to create and support effective transformation teams.