Starting a new Transformation / Master Black belt assignment, Sarah meet with several people in the organization. She must become familiar with the situation and expectations. Here are some of the points that were found:
- Executives and teams are already overloaded with the day-to-day processes and projects. There isn’t room in the established system to plan or launch the much-wanted transformation.
- The current projects and initiatives are relatively independent and with various objectives. Likewise, the company strategy and expectation of the transformation were superficial or inconsistent.
- Parts of the organization have larger teams. There are concerns that changes to those teams would affect the customers and company results. Parts of the organization didn’t feel like they could make suggestions openly or be heard.
- There is a demand to have analyzed data, the new business model and a detailed strategy promptly. Many people are eager to understand the impacts.
To prepare a plan acceptable to the organization, Sarah realizes that she’ll have to first address a few topics. First. The strategy and objectives will need to be aligned with the Executive team. That will enable to prioritize and sort the current projects and initiatives. Some projects may be stopped which will focus the organization on the defined strategy. Goal Nabber have features that help facilitate these steps and reach a satisfactory outcome more easily than otherwise. While that progresses, a way to ensure that everyone can make suggestions and eliminate bias. A work page can be set up in Goal Nabber where everyone can provide inputs. Goal Nabber makes it easy to group, sort, prioritize the suggestions. Thus, it provides the content for feedback and communication.
By adopting Goal Nabber early with the executive committee, it is a way to building their familiarity and showing the advantages that it bring to the transformation and projects.