Executing Change – getting it right
Change is inevitable. If you stay still, change will occur around you.
You know deep down you have to change, you plan the change however execution fails. More than 80% of projects fail to make the proposed change.
Change is inevitable. If you stay still, change will occur around you.
You know deep down you have to change, you plan the change however execution fails. More than 80% of projects fail to make the proposed change.
You know the process – you work on the business case document (more than 40 pages) to explain why change is required. You get the funding (most companies spend up to 30% of their cash inflow on capital projects to deliver change. But then you get to delivery, things fail.
The change doesn’t happen, it’s not well understood, there is resistance. The business case benefits are not delivered. After failed projects, people get despondent with the whole process and don’t ever both.
Why can’t organisation deliver change well? Well depends on where you work but I am going to focus on the 3 things you require to ensure you deliver.
3 things to ensure change will occur:
1. Executive Sponsorship – you need an Executive Sponsor that can support your business case and ensure where there are roadblocks they help clear. If you can get a couple of supports on the Executive team, this will help your case.
2. Budget & Resources – you need enough money to deliver the change and dedicated resources to help (that are not also trying to do BAU). When budgets squeezed and every project gets hit 20% cut, no that’s not ok you need to ensure you have sufficient money to deliver.
3. Build momentum & excitement – you need to build momentum and excitement across the team, division and organisation around the change – what does it mean for them? Why the change will help them and get support.
Other considerations that need to be considered to improve project management
Companies need to consider their business case process. People spending months building business case, is not a good use of time or energy. A business case document over 40 pages+ will not be read again or by many people and doesn’t help assess the delivery of the project. Could you do the business case in 4-5 pages.
Do less projects but deliver them well. Do less projects and then focus on delivering them well.
Don’t be scared to show RED, project off track. Everyone wants there project to be green, but can’t get things back on track or help if it’s status is not correctly represented.
Centralised PMO structure needs to be provided to the business to have consistency across projects, but should not be running the projects. Business SME should lead and run the project. Working out the project model is critical, otherwise it’s all about governance and nothing gets done.
For the money that companies spend on projects, getting them right and delivering the change that is required is critical for strategic success of the organisation. Companies need to rethink their process for projects and be honest on what works in the current project.
Check more good stuff from our thought articles library
Have you got head in sand?
Have you got head in sand?
No seriously, have you?
Whether you like it or not, the world has changed. Priorities have changed, life has changed, the way we work has changed and we are never going back to ‘normal’. There is no going back, we need to create the new.
Have you got head in sand?
No seriously, have you?
Whether you like it or not, the world has changed. Priorities have changed, life has changed, the way we work has changed and we are never going back to ‘normal’. There is no going back, we need to create the new.
In 2020 when COVID landed, I was as shocked as anyone that I would see something in this in my lifetime (makes me sound old, I know). But it came into our lives (and hasn’t left) and has changed the way we used to know the world.
COVID has impacted everyone differently and there is always a bittersweet story to tell. I can’t complain; I haven’t had anyone I know die of COVID, and I might be a minority.
COVID has created perspective:
I wrote an article last year around perspective. Check article here. I note that perspective normally comes from a bad situation. So how has COVID created perspective, let’s see:
The concept of working in office 5 days a week, has changed
The concept or reality of flexible working, has changed..
The normalisation of having children in zoom/teams. calls or home while you are working has changed.
People are rethinking their careers/jobs and what is important (i.e. the great resignation, war on talent)
Employees are demanding more, and with the war on talent they are getting what they are asking for and more.
Employers that have a clear EVP are well ahead of the companies that haven’t invested in the people experience side of things. It’s not a piece of paper or words – it’s reality.
Amount of people moving out of the city; to the country or more regional. This includes people moving out of Melbourne and Sydney to Queensland etc.
People got a taste of different life, slower life, easy lifestyle and more time spent with their families.
People are looking for a change in lifestyle
Perspective and change creates opportunity. So many new jobs, roles, life changes ….how have you created your new. If you don’t take this opportunity to create your ‘new’ you, you will have missed an opportunity.
What is your reflection from COVID? How has it changed your life, work or other?
Employers who are pretending the world hasn’t changed, are in for a significant amount of pain! Employers need to ensure they pivot to ensure they can attract and retain great talent in this very tight market.
Proactive approach to culture and employee engagement including flexibility is becoming really critical.
Article by Jo Hands, Whiteark Founder
Have you got your head in the sand? If yes, this might be the time to sit up and work out what you want/need to do different for personal and work!
At Whiteark, we have been helping our clients with new ways of working, employee engagement activities including role clarities etc. We have watched our clients embrace the new normal and helped them through the transition.
If we can help you, reach out for a no obligation chat to Jo Hands on 0459826221, or jo.hands@whiteark.com.au
Read more articles written by Jo Hands
What does 2022 hold?
When the clocks strike midnight on the 31st December 2021, I’m going to be ready to yell Happy New Year bring on 2022. While 2021 has been a good year, there is a lot of look forward to for 2022.
When the clocks strike midnight on the 31st December 2021, I’m going to be ready to yell Happy New Year bring on 2022. While 2021 has been a good year, there is a lot of look forward to for 2022.
My key 3 focus areas for 2022 are:
Effective hybrid working starts with company culture
Colin D Ellis, an award-winning speaker, facilitator, and best-selling author has recently released his new book – ‘The Hybrid Handbook’. Colin covers the 6 Considerations your organisation needs to address to implement a successful Hybrid Working Model.
Colin D Ellis, an award-winning speaker, facilitator, and best-selling author has recently released his new book – ‘The Hybrid Handbook’. Colin covers the 6 Considerations your organisation needs to address to implement a successful Hybrid Working Model.
To secure your talent pool for future success, you need to move quickly on implementing your Hybrid Working Model to be considered an employer of choice. It’s time to start working through your checklist.
Do you have all the elements for a strong company culture?
Company culture can be defined as a set of shared values, goals, attitudes and practices that characterise a company. Company culture impacts all facets of the business, from recruitment to retention to performance. Organisations with strong corporate cultures have been linked to higher retention rates and increased engagement.
Company culture can be defined as a set of shared values, goals, attitudes and practices that characterise a company. Company culture impacts all facets of the business, from recruitment to retention to performance. Organisations with strong corporate cultures have been linked to higher retention rates and increased engagement.
Company culture is a naturally occurring phenomenon; your company will develop a culture whether intentional or not. Culture is influenced by a company’s mission statement, core values, beliefs and attitudes, appetite and success of innovation, work environment, employee benefits, charitable and social events and flexibility/business working hours.
Post Covid-19 culture is going to play an extremely important role in retaining and attracting top talent. Has your organisation considered what changes need to be made to create/maintain a strong company culture post covid-19?
How to find new customers during COVID
During yet another lockdown it’s hard to reach out and acquire new customers. You are busy managing your family, your own mental health, plus you actively try to keep morale high at work too. To reach new customers, you will want to understand how they have changed. How did their shopping preferences, their daily routines, their work lives change? Let’s explore these questions together.
During yet another lockdown it’s hard to reach out and acquire new customers. You are busy managing your family, your own mental health, plus you actively try to keep morale high at work too. To reach new customers, you will want to understand how they have changed. How did their shopping preferences, their daily routines, their work lives change? Let’s explore these questions together.
Developing your lead generation strategy
Since the onset of COVID-19, businesses have had to find new and clever ways to connect with their customers to generate sales and maintain relationships – this has led to the acceleration of digitisation as more customers shifted to online.
Since the onset of COVID-19, businesses have had to find new and clever ways to connect with their customers to generate sales and maintain relationships – this has led to the acceleration of digitisation as more customers shifted to online.
Customers now have the power to dictate when and where companies can interact with them. Organisations that are customer experience-minded and leverage communication technology to engage with today’s customer in the way they prefer – in the right channel, at the right moment, with the right information, will be most successful in converting leads.
Have you analysed the change in your customers’ behaviours to help better manage them and improve your customer experience?
The question on everyone’s mind - how will customers behave post the pandemic?
The question on everyone’s mind - how will customers behave post the pandemic?
A pandemic is temporary but it will influence temporary behaviours into fundamental shifts - some things will revert to pre-covid, some things will look very different, and other things will be gone for good. Covid-19 propelled a whole new generation of digital adopters online with about 70% planning to keep using the new channels permanently. It is critical for companies to improve their online offerings to provide a competitive experience for digital adopters. The quality of the customer experience remains an influential buying factor. To improve the customer experience overall, organisations need to understand the changing wants, needs and expectations of their target customer in terms of product/service offerings, the channels they use to interact/engage and when they use these channels.
There is no one size fits all option
When redesigning your company’s ways of working it’s critical that you design a model that intentionally and thoughtfully supports your business operations.
The covid-19 pandemic has fuelled the remote working trend that was already underway – it has accelerated the shift toward more flexible and customised models. If companies don’t reinvent their people strategy and how they support their employees, they will lose in the new reality. This week’s focus will be on “Ways of Working and Your People Strategy”.
Business leaders have the opportunity and imperative to redesign the future of work to unleash a new wave of human creativity and productivity. The new design will need to have intent and requires effort, leadership engagement and innovative thinking. This will result in unlocking new talent, creativity, and productivity benefits.
When redesigning your company’s ways of working, it is fundamental that you adopt a broad and holistic approach while considering the value at risk to revenues, efficiencies, customer and employee satisfaction, retention, acquiring new talent, sustainability, and wellness.
The Whiteark Guide to Strategy & Execution
THE GUIDE | The key building blocks to guide the process of strategy to execution. Answering strategic questions will form the basis of the key components to the Company Strategy building block. Constantly monitoring the industry, market and economic trends is critical for setting and achieving your strategic objectives.
The key building blocks to guide the process of strategy to execution.
Answering strategic questions will form the basis of the key components to the Company Strategy building block.
•What is your current situation?
•Where do you want to go from here?
•What do you want to accomplish?
•How do you get from where you are today to where you want to be in the future? What are the steps do you need to take?
•What obstacles will you have to overcome? What problems will you have to solve?
•What skills and capability do you require to achieve your strategic objectives?
•What problem does your company seek to solve?
•Why do you believe this problem needs to be addressed?
•Does this problem matter to others?
•What are your offerings to solve this problem?
•What is the nature of your products and services?
•What specific customer/consumer needs are you addressing?
•Who are your ideal/target customers?
•What is your unique selling proposition?
•Are there other comparable offerings in market?
•What differentiates you from your competitors?
In today’s unpredictable environment strategic planning needs to be adaptive.
Covid-19 has been the catalyst for companies to reset their business strategy. In a time of such uncertainty, executive leaders need to be increasingly reliant on adaptive strategies so that they can set long-term goals but still flex with evolving conditions.
Contents of the Guide.
Key building blocks for strategy to execution
Considerations for each building block
Adaptive strategy
Building block one - market and industry trends
Building block two - companies strategy
Building block three - build the plan
Building block four -manage performance
Looking for help with your strategy? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes. We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. So, if you’re looking to transform, reimagine or upgrade your strategy, then give us a call on 1300 240 047 for an no-obligation conversation.
Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Transforming your Sales and Service Model
Are you ready to take on a bold sales and service model transformation? Now is the time to reinvent your model and integrate the value your business provides into the “new” societal landscape post the global disruption of Covid-19. In today’s environment, your successful sales and service transformation will be enabled by strong leadership, facts driven from data and analytical insights, and new approaches to technology.
Are you ready to take on a bold sales and service model transformation? Now is the time to reinvent your model and integrate the value your business provides into the “new” societal landscape post the global disruption of Covid-19. In today’s environment, your successful sales and service transformation will be enabled by strong leadership, facts driven from data and analytical insights, and new approaches to technology.
It is important that you remain flexible and resilient while looking to the future - redefine your operations so that you can emerge stronger than your competitors. You must pivot your sales and service models in response to the new societal landscape - purchasing power is shifting fast, the demand for digital channels is rising. To retain customers, protect revenues and realign go-to-market investments you must pivot your sales and service model to meet the constantly changing expectations of your customers.
Hold tight and embrace the uncertainty – be courageous and apply a different approach to how you would usually gain market share all while monitoring the shift in consumer demands to ensure you are ahead of the competition.
Below are the key considerations for redesigning your sales and service model:
Rediscover your customer - understand your customers so that you can meet their evolving wants and needs so that you can remain relevant
Redefine the sales and service journey – segment your customers and focus your efforts on the strongest and most profitable opportunities
Enhance your product/service offering to meet customer expectations - reinvent through new narratives, approaches and terms, and diversify dynamic offers
Enable your team with the tools and skills to succeed in today’s digital age – ensure you provide your team with the key enablers that they need to support them in being successful including training and coaching, sales tools, technology
Reward your sales and service resources for the right behaviour/outcomes – align on priorities, determine the metrics to monitor, measure performance and reward success to keep your workforce motivated
If you need help with transforming your sales and service model to meet the needs of customers in today’s environment, please reach out to Whiteark for a no obligation consultation and we can help you navigate your future to success.
Why I joined the Business Chicks, Business Club
Jo Hands writes about why she joined the Business Chicks, Business Club. She explains - “I’ve always loved the Business Chicks events – they are always inspiring, give you perspective and a great way to connect. The Business Chicks brand is strong and it has a strong ability to bring out the best in people.“
Image Credit: businesschicks.com
I’ve always loved the Business Chicks events – they are always inspiring, give you perspective and a great way to connect. The Business Chicks brand is strong and it has a strong ability to bring out the best in people.
Whiteark was launched in July 2020 in the middle of Covid19 and I am lucky to have an amazing Co-founder who is so supportive of me and everything we are co-creating through Whiteark. We have a great team here and 2020 was our foundational kick-off.
In January 2021 I was reflecting on finding some like-minded people that would give me connection, perspective, different experiences and an opportunity to grow. I research and joined Business Chicks Business Club.
The induction session was expectational – inspiring to see so many ladies doing great things for them and looking like me for an opportunity to connect, learn and grow. The fire side chats and virtual events have been great and I’m so excited about attending the offsite in early May 2021. An opportunity to reflect, connect, challenge and really help support each other as we grow our businesses.
In your life, you need to find your kind of people.
People how lift others higher. Who bring out the best in you. Who teach you, who support you and that always know they have your back. What I have learnt about myself from joining Business Chicks Business Club:
People genuinely looking for support / connection
Women are amazing at running their own businesses and juggling so many other commitments
It’s an environment where people want you to be successful and they are interested in you and how to support and help you
In Corporate life, it’s disappointment that it’s normally the more senior women that have made it that don’t provide the support for the women coming up the ranks, why is this? Maybe’s it’s why women go and start up their own thing and do something bigger / better for themselves. I’m passionate about supporting women – helping them find their voice, work through the things that are holding them back and giving them the opportunities to prove to themselves how amazing they are.
If you are looking for your kind of women, people to raise you up, support, connect and provide a sense of tribe – and we are in this together – look no further than Business Chicks Business Club. I’ve only just started but I feel like it’s just what I need right now and probably forever.
Need support in your organisation? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
How to deliver a successful transformation program
Jo Hands writes about how to deliver a successful transformation program. Nearly every project today is called a transformation. Most companies are changing, evolving and putting in programs to change the way things are done and these call these programs – ‘transformation project’s. It doesn’t matter what the programs are called, what matters is the that it achieves the outcome you are expecting.
Nearly every project today is called a transformation. Most companies are changing, evolving and putting in programs to change the way things are done and these call these programs – ‘transformation project’s. It doesn’t matter what the programs are called, what matters is the that it achieves the outcome you are expecting.
The statistics are terrible, however on average 20% of transformation programs achieve the required outcomes, this is a terrible statistic. Many companies put money, focus and effort into delivering the outcome however they are unable to deliver the required outcome.
Why?
There are four main reasons that transformation programs are not successful:
Success for the project has not been defined and is not well understood. Being very clear on what the project is trying to achieve, what is success and how the results are going to be measured is critical.
No Executive sponsorship – the Executive team do not sponsor the project and help show how important it is.
No accountability for the outcomes. The roles & responsibilities are not clear and the people running the program are not being held accountable and this flows down.
The organisation doesn’t want the change/they haven’t bought in and they make it so hard that the organisation gives up. It’s all too hard.
Once one or all of the 4 above happen the transformation program will likely not be successful, will not deliver the required outcome and next time people try they will say we tried this and it doesn’t work in our company.
No one sets out for it not be successful so how to do maximise the chance of success for your transformation program. There are four main things that will help maximise success:
Be very clear on what success is – define success, work out how to measure success & ensure you communicate this change to people impacted and key stakeholders
Ensure you have an Executive Sponsor that will support and drive the project and help clear blockages that are in the way
Build a change champion network in the organisation – key people that can champion change and support the program
Demonstrate progress and the ‘what is in it for me’ mentality to show people why change can be great
The success of transformation will be driven from the ability of the lead:
To set up the program for success
To get buy in
To not listen to naysayers
To focus on delivering outcomes and communicating
To build out the what is in it for me
The lead for the transformation needs to be very strong leaders, someone who is not worried or concerned about driving change and showing resilience.
From experience, I have seen many transformations go really well. I am someone who doesn’t like to give up and I like to be on the winning team – everyone makes mistakes and from these comes learnings and experience that helps you when you do your next program/project/transformation.
At Whiteark we love helping our clients with transformation; focused on ensuring that we can use our experience to help ensure their transformations are successful. If you are interested in having a conversation about how we can help you, reach out.
Need support in your transformation project? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
Linking transformation to strategy
In today’s business environment, transformation can take many forms but no matter the type it revolves around the need to generate new value - unlock new opportunities, drive new growth, deliver new efficiencies. It is critical that the transformation project aligns to the company’s strategy – strategy is fundamental in guiding/aligning decisions and actions to ensure they support the achievement of the company’s strategic goals.
In today’s business environment, transformation can take many forms but no matter the type it revolves around the need to generate new value - unlock new opportunities, drive new growth, deliver new efficiencies.
It is critical that the transformation project aligns to the company’s strategy – strategy is fundamental in guiding/aligning decisions and actions to ensure they support the achievement of the company’s strategic goals. A sound strategy helps shape an executable transformation objective.
The value that your transformation project will create/deliver must be aligned to your company strategy and it will help with articulating desired transformation outcomes, from a financial perspective or from an operational perspective.
Once you have aligned your transformation ambition you can build out your transformation program.
THE STEPS
Clearly defined company strategy
Determine your company strategic priorities
Define your transformation ambition – ensure it aligns to your company strategy/strategic priorities
Get leaders involved
Build your transformation plan
Be clear on what success is
Gather resources and expertise
Choose the right enablers
Focus on culture and change management
Measure success
For more support on transformation please explore our range of thought leadership articles…
8 Key lessons we have learnt from launching our own podcast
Jo Hands unpacks the lessons learnt from starting the Whiteark Podcast - The Chiefs. We have interviewed a range of leaders; young, older, CEO, Executive, owning and running their own business. Each leaders provided so many great tips and lessons around their leadership journey. It’s very inspiring.
We launched Whiteark - The Chiefs Podcast in October 2020. We have loved every minute of it.
What makes leaders tick? The Chiefs gives you insight into what makes our great leaders so great. With organisation’s top chiefs in the hot seat each week, we chat about the highs – and lows – and lessons along the way; tackling the biggest issues people are facing today. We know that leading can be a lonely role and we believe that learning from other great people is one of the best resources we have. So join us on our journey, and enjoy the stories behind some of the greats…
At the end of May here are the key statistics for our podcast:
Number of Episodes: 32
Key Topics covered (maybe some groupings) – People and Leadership, Impacts of Covid, Post Covid Recovery, Data, Transformation, Innovation, Sales and Service.
We have interviewed a range of leaders; young, older, CEO, Executive, owning and running their own business. Each leaders provided so many great tips and lessons around their leadership journey. It’s very inspiring. In 30 mins it’s amazing what you can learn about someone.
We feel privileged to have some amazing leaders that have shared their stories with us and our leaders and we are also privileged to have so many loyal followers.
When I reflect at the end of the week; on my highlight it’s likely that that the podcast will be my highlight – I’ve met someone new, I’ve learnt something new and it’s given me some inspiration / perspective. I feel very honoured and privileged to be able to take their precious time to share their journey and wisdom with our Whiteark family.
There are 8 key lessons we have learnt from interviewing 35+ leaders on The Chiefs Podcast:
1. Everyone has a story – regardless of age/role etc everyone has a story to tell. Tell your story so your business understands how you got here and what this role means to you. People want to know your story.
2. People learn most from their mistakes – failure is ok -it’s how you respond that is important. Everyone makes mistakes, yep it’s true but it’s how you respond that separates people. Learn from your mistakes and move forward.
3. Your job is to make hard decisions. It’s not all about consensus, you need to make the right decision for the organisation. Listen, understand and make a decision – your people will respect you for it.
4. Sometimes your job is lonely so finding like-minded professionals for connection is important. For me business chicks business club has been a God send but find your mentor, your support network.
5. Trusting your employees and giving them he environment to flourish is critical. Trust is easy to say but actions speak louder than words.
6. Being able to navigate ambiguity is critical – make decisions, pivot and dealing with ambiguity and moving forward will be critical.
7. Being a leader requires you to be at your best – look after yourself – put your oxygen mask on first and ensure you look after yourself so you can come back tomorrow for another day.
8. Be authentic – authentic leadership – be yourself and your people will respect you and follow you. While it’s talked about a lot really being true to you and being your own leader is critical.
While there are other lessons that we have learnt these would be have been the top 8.
We continue every week to bring you leaders that inspire, challenge and give you a different perspective. For an investment of 30 mins of your time – please tune into The Chiefs each week on Wednesday to ensure you don’t miss a beat.
If you would love to be on our podcast – please click the button below and we will be in contact.
Want to talk about building your business? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
Will Covid-19 make or break you?
Jo Hands writes about Covid19 - and whether it will make or break you… We have had a year of ambiguity and we will never go back to ‘normal’ for some industries and companies this has meant growth / opportunities and for others it has been meant something quite different.
We have had a year of ambiguity and we will never go back to ‘normal’ for some industries and companies this has meant growth / opportunities and for others it has been meant something quite different.
Regardless of how I have been impacted professionally; everyone has been impacted personally. This experience could have been positive or not so much.
However I believe we are in the fork in the road…which path are you going to take?
We are now in May 2021 and you need to be clear is Covid19 going to make or break you?
What we know:
The world has changed
Companies have changed
Households have changed
How we think about work/life has changed
A lot has changed
We are not going back to ‘normal’
There is ambiguity
Consumer/Customer expectations have changed
How we respond?
Our initial response is survival – what do we need to do to survive Covid19 – personally and professionally. The focus was on being able to survive and working out how to work with teams remotely.
The response then shifted to thrive – how do to create opportunity. Restaurants moved to delivery, takeaway and industries and businesses pivoted. Looking for opportunities to capitalise/optimise the business.
We are now living with ambiguity but businesses need to start revisiting its strategy, priorities and operations to ensure it is maximising its results. We don’t have all the answers, we don’t know what normal is but continuing to move forward, make decisions and pivoting on changes is critical.
Key things to ensure you consider:
Customer/consumer expectations & how this has changed. Use data to validate.
Do you need to rethink your supply chain, suppliers and how you source your key services/goods?
How can you make your operations more cost effective?
Do you need to rethink your talent strategy – what do you need to own, what can be outsource/partnering
Measuring what matters and report regularly so changes can be made?
How do we maximise the cash flow of the business? Focus on short term and long-term initiatives to drive improvement in cashflow
Revisiting investments to ensure it supports new priorities reviewing investments to ensure it supports new priorities and ensure aligned return on investment.
As a leader in an organisation it’s imperative that you take decisive action to ensure you set up your business for success. Running scenario analysis and understanding the ‘what if’ are important to understand how you will pivot if something changes.
It’s a chance to relook at priorities, operating model and how you measure success for your business. It’s the chance to show strong leadership with your organisation and team and ensure it maximise it chance for success.
Need support in your organisation? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
The 4 Rs - Reflections & considerations as the year closes out
It's been a tough year for many -- and people are limping to the finish line. It's time for a break and get yourself ready for 2021. 2021 is going to be another busy year so getting yourself refreshed and ready is critical and taking the time to relax, refresh reflect and reset is critical.
It's been a tough year for many -- and people are limping to the finish line. It's time for a break and get yourself ready for 2021.
2021 is going to be another busy year so getting yourself refreshed and ready is critical and taking the time to relax, refresh reflect and reset is critical.
Christmas is generally crazy eating, parties and a lot of people to connect with. It's fun but can leave us feeling more tired.
Relax
What makes you relax? Everyone is different. For me going for a walk, writing in my journal and doing a jigsaw puzzle all are things that help me relax.
Refresh
Taking time for yourself. Sleep, exercise and eating healthy are a good start! What's does refreshing look like for you?
Reflect
In the craziness of the year it's hard to really reflect - what worked well this year, what are my priorities for next year and what do o need to change to make this a reality?
Reset
Be bold. Make sure you make the change to ensure you achieve your priorities. It's not easy - and it's normally outside your comfort zone so be accountable to drive through outcome.
Ensuring you take the time on the 4Rs is critical to ensure you are refreshed for 2021. These 4 Rs are critical for you personally but also for your business, especially the last two.
Reflect - On key lessons learnt for the year (2020) in your business and team. What worked well? What could be improved?
Reset - What are the priorities for 2021? What changes are required to deliver these? How do we measure success across the year?
For most businesses 2020 has been a challenging year, it's imperative that they start 2021 with the following:
Alignment and clarity on what good looks like - reset priorities, measuring success and understanding the impact of changing consumer and customer trends
Transitioning the team back to the office - it's an interesting challenge
Assessing capability in the business - what is missing and focus on development and recruitment
Many organizations are organising planning sessions with leadership in new year to align. It’s an excellent idea to get this alignment underway early in the new year.
Over the Christmas break Whiteark will continue to give you podcasts, thought leadership and thought provoking polls to help you through your 4 Rs and get your head focused on returning back to the new year with a good reset.
Whiteark has extensive experience in resetting strategy, defining priorities and identifying and measuring key success metrics. If you need some help reach out to us.
Seven Days Until Christmas
2020 has been a year of change. We are often resistant to change, but during a crisis we are forced to adapt as a matter of survival, we look for opportunities, and we are more susceptible to taking risk. A crisis is a great catalyst for innovation, “if you don’t create change, change will create you”.
The countdown is on, and we’re taking a look at 2020 and the year that was…
2020 has been a year of change. We are often resistant to change, but during a crisis we are forced to adapt as a matter of survival, we look for opportunities, and we are more susceptible to taking risk.
“If you don’t create change, change will create you.”
It’s almost the end of another year, but not just any year, the year of COVID-19, one that won’t be forgotten.
2020 Snapshot
… the things no-one ever saw coming!
Disruption across the globe
Faced with uncertainty
Resilience was tested
Lockdown, face masks & hygiene front of mind
Working from home was enforced
Imposed restrictions on gatherings
Travel bans & border closures
Industries, businesses & individuals were all impacted by the Pandemic
Rising unemployment
Agility was forced
Digital acceleration
Changes to consumer behaviour, preferences & expectations
A crisis is a great catalyst for innovation, “if you don’t create change, change will create you”. Over the course of the last 6 months, Whiteark has been committed to providing you with thought leadership to assist with navigating this period of uncertainty. We look forward to sharing more content with you in 2021 as we recover from the impacts of Covid-19.
If you need a hand as you build your business back up again, get in touch with us for a no-obligation chat.
Whiteark Aspirations For 2021
For us at Whiteark we always strive to do better for our clients, followers and our bench. We focus every day on how we can make a difference. We can't wait to continue to challenge, support and encourage businesses to make positive change in 2021 to set their businesses up for success.
We are super excited about 2021.
The next year is going to be a very important year for companies:
To understand the new environment
To pivot strategy and business plans
To engage with their employees and transition back to the office with a new world of managing flexibility
At Whiteark our aspirations for 2021 are to:
Continue to provide support to our amazing clients to successfully navigate and maximise outcomes for 2021
To continue to build out our bench of experienced, passionate individuals to support our clients - we are always on the hunt for talent
Continue to provide relevant and insightful thought leadership to continue to challenge and make people think differently - we listen and respond through polls, surveys and through our podcast series
Launch a series of face to face events with boardroom conversations and key note speakers to support and challenge our customer and follower base to think differently in Melbourne and Sydney
Our podcast series will continue with a focus on hearing from experienced leaders on what makes them tick and key lessons they can share with us about their journey and provide you themes, lessons and easy to digest learnings and takeaways
For us it's always what is next - we always want to think ahead… stay tuned to hear about our partnership with Universities, focused on helping students get practical experience with companies and work towards securing a job during this competitive environment. Whiteark is well positioned to help students with this transition – more to come in the new year!
For us at Whiteark we always strive to do better for our clients, followers and our bench. We focus every day on how we can make a difference. We can't wait to continue to challenge, support and encourage businesses to make positive change in 2021 to set their businesses up for success.
While you're on the beach we will provide you articles, podcasts, quotes and thought-provoking polls to keep your brain ticking over -- summer holidays best time for thinking about how to reset your business for 2021 - no idea is a bad idea. We would love to help you so contact us for a no obligation conversation.
If you want to hear some insights from key leaders, listen to our podcast series The Chiefs Podcast | Leadership, Laughs and Learning — Whiteark
Psst. We share exciting content all the time, that’s useful, practical - and most of all - helpful. Sign Up Here to get yourself on the list and make sure you don’t miss a thing.
Tracking the success of your strategy
A strategic plan is critical to driving alignment across your organisation; it provides clarity, direction and focus. But how do you know if your company is headed in the right direction, moving towards achieving your goals, delivering your strategic plan?
A strategic plan is critical to driving alignment across your organisation; it provides clarity, direction and focus. But how do you know if your company is headed in the right direction, moving towards achieving your goals, delivering your strategic plan? The answer is… measurement.
During the process of building a strategic plan, you set strategic goals; outcomes that the company attempts to reach when crafting a strategic plan. In order to work towards achieving these goals it is important to measure key performance metrics that indicate whether you are on track to achieving your goals.
There are many options for performance metrics, and choosing the right ones can be challenging, but it’s crucial to decide carefully because these metrics will be the focus of effort in your company to help reach the most valuable goals. Tracking the wrong metrics is almost as bad as tracking nothing at all and can lead to poor decision making, along with a waste time and money collecting information that is not going to benefit the business.
When deciding on the right metrics for tracking your strategy’s success, there are a few guiding principles:
Align your metrics to your strategic objectives
Your metrics should be clearly tied to your strategic objectives and move your employees toward the actions you want. Metrics will consider all areas of the business to ensure all departments have clarity on how they impact the overall company goal.
Keep it simple
Don’t overload staff with too many KPIs to track.
Maintain up-to-date data
Be sure your measures include the latest data and are reported on regularly, as this is the key to making them a source of feedback on efforts and an early warning system for problems.
Use dashboards
Be sure to present data clearly using easy to understand visuals. Performance dashboards are an excellent tool for tracking key metrics. Your dashboard metrics should make it impossible to hide from failure.
Review metrics
You should review your metrics to discuss the progress of your strategic plan, and to ensure your choice of measures are the right ones - providing useful information and stimulating the best results.
A well-designed set of KPIs should provide a clear indication of current levels of performance and help your people make better decisions that bring the business closer to achieving its strategic objectives.
The right metrics will:
Help you identify how your business is currently performing
Tell you what to focus on
Provide direction and alignment across the organisation
Help with decision making
Drive desired performance results
Ultimately achieve your strategic goals
Looking to track your own success?
Let us help. To learn more about how to build your strategy contact us on whiteark@whiteark.com.au
It’s been an area of conversation at the moment. Many of my friends don’t like their jobs, however they are not leaving
They don’t want to change, risk in changing jobs and what would they do – unsure what would make them happy.