Once a company accepts that change is necessary, the next challenge emerges:
How do you turn complexity into a focused, executable plan?
A good transformation plan doesn’t start with solutions. It starts with understanding:
- How do your functions really work together?
- Where are the bottlenecks—and what causes them?
- What are the interfaces and hidden dependencies?
- Which legacy structures prevent change?
- Which initiatives are draining resources without impact?
In my work, I often map this across key operating model components:
🧩 Organizational structure,
🧩 People & capabilities,
🧩 Governance & decision-making,
🧩 Roles & processes,
🧩 Culture & communication.
Here’s what I recommend:
✅ Don’t try to fix everything at once. Prioritize by impact and feasibility.
✅ Co-develop milestones with the teams. Transformation is done with, not to, the organization.
✅ Build realistic resource & budget scenarios. Underestimating effort is the surest path to burnout.
✅ Embed clear communication & feedback loops. Everyone needs to know where things stand—and why.
The goal is not just a roadmap.
It’s a roadmap that your organization believes in and is ready to follow.
🔎 If this resonates – let’s talk.
If the situations I describe sound familiar—and you’re unsure what the next step should be—let’s connect.
I help executive teams create clarity, focus, and momentum in complex transformation environments.
Keep your eyes peeled for Part 3: Making it stick!