Navigating Workplace Transformation Projects with Success
Leaders must balance strategy with execution and engage employees effectively for successful transformation projects.
Achieving alignment in workplace transformations is challenging. Leaders should balance strategy with execution, make impact tangible, and capitalize on thought leadership to foster engagement and success, says David Le Strat, SVP of product & technology at ShareFile.
Breaking free from outdated processes and ways of working isn’t easy. The modern workplace is rife with potential transformation projects—from overhauling legacy systems to ridding paper-based processes and enhancing cybersecurity measures—making continuous change and process improvements inevitable. These projects can be formidable undertakings that demand resilience, adaptability, and broad buy-in, and the hard truth is that achieving alignment between business leaders and teams doesn’t come quickly.
For example, According to EY, nearly half (48%) of finance leaders believe they have effective collaboration processes across their organization that support their transformation initiatives, but 69% of their employees view these processes as ineffective. That disconnect surfaces a broader issue where workers might feel undervalued during the early stages of projects and where there are more opportunities for their input. Even with the best intentions, leaders often set transformation goals and processes for adoption with limited input from those the projects might disrupt. While leaders might believe in their ability to motivate teams and ensure alignment with transformation projects, employees who must work toward these goals don’t always share that same sentiment. As per Cascade’s strategy report, 97% of satisfied employees affirm their commitment to pursuing shared goals. In comparison, only 38% of unsatisfied employees express a similar dedication—a gap underscoring the importance of transformation journeys that prioritize internal buy-in and maintain excitement to keep employees satisfied and in lockstep.
Leaders often wonder how best to approach these projects to ensure desired outcomes without succumbing to common pitfalls. Here are several best practices for leaders to help employees understand their organization’s transformation project intent and their critical role in supporting those efforts.
Balance Strategy with Execution
Creating a transformation strategy requires an extensive understanding of the current market, customer needs, competitive positioning, and, ultimately, the “why” (why is it needed?) and the “what” (what do you hope to achieve?) behind the strategy. A successful transformation strategy also requires that leaders balance strategy with execution, educating all workers on the “big picture” and illuminating the path to success.
In the early stages of transformation efforts, teams must think beyond the scope of rolling out something new and consider how their actions align with larger organizational goals. Is the goal to enhance the customer or employee experience? Or to accelerate innovation due to external competitive pressures? When employees understand the objective behind transformation projects and can consider the path to achieving it, they will feel empowered to buy into the new initiatives. They can make more educated decisions to focus on industries with the most significant impact on the overall goals.
Unfortunately, employees are set in their ways and resist change. Often, this is due to feeling disconnected from the overarching vision related to the relentless pressure they feel to meet existing and ongoing deadlines and deliverables. That pressure leaves little room to fully support and commit to transformation journeys, especially for those at organizations impacted by layoffs. Immediate, day-to-day tasks like fixing the latest product defect for a software developer or reconciling transactions for an accountant will almost always take precedence. It’s up to leaders to identify a framework that supports teams balancing immediate deliverables with embracing long-term strategic initiatives, engraining it into their workplace culture.
See More: How to Create a Business Strategy to Thrive in 2023
Make Employees’ Impact Tangible
An essential part of leaders’ roles in transformation efforts is their communication around “why,” explicitly informing employees why their work matters and the value their work brings to the projects. Providing clarity, transparency, and detail on employees’ impact on the projects can significantly affect their outlook and overall buy-in on transformation projects.
The most successful organizations start involving employees from the get-go, set and communicate tangible goals, and engage them in regular face-to-face communication, according to research from McKinsey. Similarly, according to Gartner, when employees own implementation planning—mapping out their own “do’s and don’ts”—it increases the likelihood of successful outcomes by nearly a quarter (24%). By communicating the impact employees will have from the start of transformation projects through completion, primarily related to the organization’s strategic vision, leaders can motivate teams early in the process to participate and increase how valued they feel.
See More: Effective Communication in the Workplace: How and Why?
Capitalize on Thought Leadership
Cultivating and promoting technology thought leaders can inspire internal teams and deliver significant external value for organizations’ reputation and position in an industry. While functional thought leadership focuses on technical expertise, authentic thought leadership goes a step further, establishing the organization as a trusted authority with the technical proficiency and visionary outlook that can shape the future of the given industry.
Longitude research shows that 78% of consumers who consume thought leadership are likely to trust or listen to a company that consistently produces intelligent content. This trust enhances the company’s credibility and reputation with existing and potential customers and stakeholders, unlocking new opportunities for transformative growth.
Leaders should tap into the wealth of diverse perspectives within their organization and empower their workforce to share knowledge, collaborate with peers on projects, and get involved in thought leadership initiatives. When team members actively contribute to the company’s messaging and thought leadership work, they feel a sense of ownership in driving the company’s success, fostering a culture of engagement and empowerment.
Transformation journeys are full of challenges and complexities, especially if an organization still needs to be attached to outdated, legacy working methods. Today’s most influential leaders understand that you cannot simply roll out and institute new technology and processes; relatively successful transformation efforts require a holistic approach with full organizational buy-in. By balancing strategy with execution and communicating the role every team member plays along the way, leaders can build better relationships with employees, where embracing change comes seamlessly.
Every employee will not be excited by change (or needs to be). However, taking a comprehensive and thoughtful approach to incorporating employees and stakeholders can power that next project forward with greater buy-in and more openness to what’s ahead for your organization.
What strategies have you implemented to maintain the crucial balance between strategy and execution and empowering employees for effective change? Let us know on Facebook, X, and LinkedIn. We’d love to hear from you!
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