{"id":14274,"date":"2022-11-20T21:40:31","date_gmt":"2022-11-20T21:40:31","guid":{"rendered":"https:\/\/faisalhoque.com\/?p=14274"},"modified":"2022-11-20T21:40:31","modified_gmt":"2022-11-20T21:40:31","slug":"overcoming-the-challenges-of-reinvention","status":"publish","type":"post","link":"https:\/\/staging.frameroinfotech.com\/fh\/overcoming-the-challenges-of-reinvention\/","title":{"rendered":"Overcoming The Challenges Of Reinvention"},"content":{"rendered":"

Commitment, Timeframe Matters When Remaking Your Organization<\/h2>\n

[This article is adapted from the book REINVENT<\/em><\/a>\u00a0 (Fast Company<\/em>, 2023) by Faisal Hoque<\/a>.]<\/strong><\/p>\n

\"\"<\/p>\n

An old clich\u00e9 holds that nothing worthwhile is ever easy to achieve.<\/p>\n

While something of a catchphrase, that\u2019s undoubtedly the case when it comes to the challenges of transforming your business.<\/p>\n

For one thing, the implications of transformation are far more comprehensive and impactful than they used to be. This is not merely a case of deciding to use a new software accounting program or updating your fleet of vehicles. This has to do with most everything your organization does and stands for, from the way work is performed to where that work actually takes place.<\/p>\n

Moreover, the odds for missteps and even outright failure are significant. For instance, a Harvey Nash\/KPMG CIO Survey<\/a> pointed out that only 18 percent of companies rate their use of digital technology as \u201cvery effective.\u201d\u00a0 <\/sup>Other research points to a similar conclusion\u2014reinvention is a decidedly tough nut.<\/p>\n

That makes a thorough understanding of the varied challenges of transformation central to a successful journey toward an utterly new, more prosperous organization. Here are a few things to bear in mind:<\/p>\n

Lack of top tier commitment<\/strong>. If the leaders aren\u2019t fully on board, chances are others throughout the organization are likely to follow suit. If need be, take extra time to align leadership commitment and support. For instance, the more you can delineate benefits\u2014higher profits, greater employee retention, to name just two–the better the chances of gaining management buy-in.<\/p>\n

Take your time<\/strong>. Continuing the clich\u00e9 parade, Rome wasn\u2019t built in a day, and neither will your digital transformation. Set a reasonable pace to ensure support as well as the necessary steps to actually implement reinvention changes.<\/p>\n

Establish clear objectives<\/strong>. Fuzzy promises such as greater efficiency and flexibility are fine up to a point\u2014they can become problematic if that\u2019s all you\u2019re talking about. Instead, make sure that your goals are straightforward and easy to grasp. As I cite in my book REINVENT<\/em>, try using the principle embodied by the acronym SMART<\/strong>:<\/p>\n