PRISM advisors’ Post

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness This week we will introduce the final three elements of the Transformation Model: Structure, Core Process, and Environment. Structure determines how people are organized around the core business process. It moves far beyond box charts, defining the boundaries between units, responsibilities, and relationships between people. It further prescribes the coordination of tasks and allocation of resources to units within the organization. The proper question about structure is not whether it is the “right” one, but whether it supports the strategy and helps rather than hinders performances. A core process is the major flow of work through an organization. Sometimes called the value chain, it is the sequence of events or steps performed by the organization to achieve its strategy and provide products and services to customers. When it is aligned with the strategy, all other business activity should support its accomplishment. Understanding, streamlining, and properly supporting the core business process is the central job of any organization. Organizations, like all living systems, can survive only to the extent they maintain harmony with their external environment. They must meet changing customer requirements, adopt new technologies, adjust to the competition, and consider the legal, social, and political climate. Most organizations eventually die because they fail to respond quickly enough to the changing environment around them. How well do you understand the strengths and weaknesses of your organization? How has remote work affected your structure and core processes? Next week, we will begin our deep dive into Strategy. For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu #changemanagement #teambuilding #structure #coreprocess #environment #organization #leadership #strengths #weaknesses #transformationmodel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Results. In the context of a cohesive team, results are the collective goals; they are not limited to financial measures but are more broadly related to expectations and outcome-based performance. Key Results are performance measures which indicate a team’s level of achievement in areas critical to its success. These vary by team, industry, type of business and marketplace demands. The focused areas include but are not limited to profitability, quality of product and services, customer satisfaction, and internal operations of the company/team. One of the first steps is to identify key results areas for your team. How do you define Results? We will continue our deep dive on Results next week. Stay Tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #results #goals #team #performance #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Culture. Culture has many definitions and examples. It is best to begin by asking the question: What is it like to work at (insert your organization)? When team members discuss their day, how do they describe it? It can be observed when organization members translate core beliefs into everyday attitudes and practices regarding work, management, customers, and fellow team members. An organization needs to identify the strengths and weaknesses of the current culture and determine how it supports or hinders the organization’s strategy and mission. If the team members don’t understand the true essence of the current culture, it will be difficult to choose what to keep and what to change. We will continue our deep dive on Culture next week. Stay Tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #culture #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Culture. In their article titled, Culture Boost: Combining CliftonStrengths and Engagement, "Gallup’s research clearly shows a powerful connection between strengths, engagement and business outcomes." To get the results your organization needs consider building individual awareness by learning your organization's Gallup CliftonStrengths. This assessment in combination with a culture/job satisfaction survey can provide leaders with valuable insights. If you want to change your culture start by asking questions that allow you to better understand the beliefs present in your culture and will allow you to align the experiences, you are creating with the needs of your team members. What beliefs are present in your culture? This concludes our deep dive on Culture. Next week we will talk about Results. Stay tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #culture #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. Continuing our deep dive series into the transformation model, this week’s post is about Culture. In the New York Times Best Seller, Change the Culture Change the Game, authors Connors and Smith discuss how organizational culture change can be achieved. In their Results Pyramid Model, the emphasis is on changing the way people think and act. Leaders are tasked with asking themselves (p-15-16):  How do you change the culture in a way that will get organizational results?  How do you do it quickly enough to enhance the bottom line? The saying goes, culture eats strategy all day. Lead it or get led by it, the choice is yours. We will continue our deep dive on Culture next week. Stay Tuned! For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu  #culture #business #leaders #organization #strengths #weaknesses #changemanagement #TransformationModel

Over the course of 2024, PRISM advisors will be talking about one of our main models we use in our coaching: The Transformation Model. The Transformation Model provides a framework for viewing an organization as a living system. Using the model, leaders can see how the pieces of the organization fit together and then make conscious choices about how to improve their effectiveness. This is the first post of our deep dive into the transformation model. We are starting with Strategy. Assessing the current status and effectiveness of your organization begins with the review of your current strategy. As discussed, strategy has two components: business and organization. PRISM advisors believe that organizations must identify and lead from their core ideology. In our work with organizations, we see the risk of "mission creep" daily. Knowing a clear direction for your organization by defining what "business" you are in, how you will compete for success, and what are the specific targets you will achieve is critical. We suggest you begin this process by answering a few questions: 1.    What is your current mission? Can you say it and know what it means for your actions on a day-to-day basis? 2.    How are you currently competing for success? How well do you know your customer/client and what they need? 3.    What are the key factors for success? How do you know you are making progress? Spending time to assess your organization and how your current strategy is being executed will allow you to better understand your starting point. You would not start on a hike in a forest without having assessed the weather, the terrain and ultimately the direction you would need to hike, would you? Approach strategy for your organization the same way by contacting PRISM advisors to assist you in clarifying your strategy. For more information about how PRISM advisors can help you manage change visit our LinkedIn page PRISM advisors or check out our website at https://lnkd.in/eezM9JHu #leadership #changemanagement #transformationmodel #strategy #organization #business

Enabling – Phase 6 of the Intaconsult Approach to Transformation Enabling – helping to make engagement work by providing resources, tools, and unblocking blockages Calling all Transformation Sponsors – this one's for you It’s important to encourage your people take part and shape and impact of the transportation as they have great insights and ideas, but they need your guidance and help As a Sponsor you are responsible for the overall success of your programme or work stream, and it is for you to clear the lanes and make important decisions on: ·       Involving people ·       Balancing ‘business as usual’ with projects ·       Freeing up time ·       Deciding on possible ‘backfill’ ·       Managing costs v’s value ·       Understanding and managing resistance ·       Providing governance ·       Decision making ·       Removing obstacles ·       Unblocking blockages  ·       Managing risks ·       Ensuring benefits are delivered All these activities pave the way to enabling your people to take part in the transformation, take leadership roles, innovate and collaborate to get the best ideas, solutions and results In our experience, a great way of supporting this is to create a network of Transformation Advocates or Change Champions – they are there to advocate for the transformation and utilise the change tools, identify and help to manage resistance, inspire, and facilitate the overall change Chosen carefully, and enabled by you, they can help you to lead transformation, help Workstream Leads set up and manage workshop sessions, support communications, garner feedback, communicate and help to manage the achievement of the overall goals and objectives It is key that you listen and understand the inputs and feedback that you will be getting so you can motivate and enthuse your people and make the best decisions to enable to transformation that you and the business need to achieve Sometimes done well sometimes underplayed – please share your experiences #changemanagement #transformation #sponsorship #enablement #communications #feedback #changechampions #transformationadvocates

Enabling – Phase 6 of the Intaconsult Approach to Transformation Enabling – helping to make engagement work by providing resources, tools, and unblocking blockages Calling all Transformation Sponsors – this one is for you It’s important to encourage your people take part and shape and impact of the transportation as they have great insights and ideas, but they need your guidance and help As a Sponsor you are responsible for the overall success of your programme or work stream, and it is for you to clear the lanes and make important decisions on: ·        Involving people ·        Balancing ‘business as usual’ with projects ·        Freeing up time for them ·        Deciding on possible ‘backfill’ ·        Managing costs v’s value ·        Understanding and managing resistance ·        Providing governance ·        Decision making ·        Removing obstacles ·        Unblocking blockages  ·        Managing risks ·        Ensuring benefits are delivered All these activities pave the way to enabling your people to take part in the transformation, take leadership roles, innovate and collaborate to get the best ideas, solutions and results In our experience, a great way of supporting this is to create a network of Transformation Advocates or Change Champions – they are there to advocate for the transformation and utilise the change tools, identify and help to manage resistance, inspire, and facilitate the overall change Chosen carefully, and enabled by you, they can help you to lead transformation, help Workstream Leads set up and manage workshop sessions, support communications, garner feedback, communicate and help to manage the achievement of the overall goals and objectives It is key that you listen and understand the inputs and feedback that you will be getting so you can motivate and enthuse your people and make the best decisions to enable to transformation that you and the business need to achieve Sometimes done well sometimes underplayed – please share your experiences #change #enabling #transformation #communications

Cultivating a Culture of Innovation in BPM: Innovation is the lifeblood of any successful BPM organization. In a rapidly evolving industry, the ability to generate and implement new ideas is what sets leaders apart from laggards. But innovation doesn't happen by chance; it requires a deliberate and sustained effort to cultivate a culture that nurtures creativity and risk-taking. In my experience, building a culture of innovation starts with empowering individuals at all levels to contribute ideas and challenge the status quo. It means creating safe spaces for experimentation, where failure is seen as an opportunity to learn and grow. I've seen the magic that happens when diverse perspectives come together to solve complex problems. By fostering cross-functional collaboration and encouraging outside-the-box thinking, we can unlock the collective intelligence of our teams and drive breakthroughs. Leaders play a crucial role in modeling innovative behavior and celebrating successes, no matter how small. By sharing stories of innovation in action, we inspire others to follow suit and make innovation a part of our daily work. At the end of the day, cultivating a culture of innovation is an ongoing journey, not a destination. It requires constant nurturing, reinforcement, and adaptation. But when we get it right, the rewards are immeasurable – for our organizations, our customers, and our own growth as BPM professionals.  #InnovationCulture #EmpoweringTeams #BPMLeadership

Tips for improving efficiencies using Digital Transformation Identify Improvement Areas: Start by identifying areas in your business where inefficiencies exist. This could be anything from slow turnaround times to high error rates. Right Tools: There are a wide variety of digital tools available, so choose the ones that are right for your specific needs. Don't get influenced by the latest fads and instead focus on solutions that address your core inefficiencies. Organizational Communication: Digital transformation is and requires a cultural shift, so it's important to get everyone in your organization on board. Develop a training and support plan to help employees adapt to new ways of working. Measure: Remember the mantra “If you don’t measure, you can’t improve”. Track the impact of your digital transformation efforts to see what's working and what's not. This will help you stay on track and make adjustments as needed. PS: While the flowchart might be simplistic, it generally works. #DigitalTransformation #Digital #Leadership #Leader #Improve #communicate #Measure #tools #deploy #RPA #Automation