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Success Factors During a Platform Transition (3/6)

The 3rd post on change management in data and platform driven organizations focuses on success factors.

The previous story showed that successful implementation primarily requires overcoming cultural barriers.

The graph below shows the areas that need to be handled when designing the onboarding / change management program.

Tellusant — Corporate decision making framework

A well-designed effort should cover:

• An agreement between senior executives on what constitutes high quality supporting materials. That is, what should at a minimum be included in the strategic plan and what is the level of granularity.

• A thoughtful choice of people who will participade in the strategic planning effort. This should include all people with access privileges, both senior and junior employees. For these people, training sessions and one-on-one sessions need to be scheduled.

• The environment should be explicitly designed to be collaborative. This means that ground rules for applauded behaviors are set and that an openness to ideas is lauded through the “pluses and holes” approach.

• A platform based approach shortens the time allowed to create strategies. This puts an emphasis on timely access to data and knowledge, and timely delivery of outputs.

The suggested way to make this a reality is to run 1–3 pilot programs during the first year of implementation, facilitated by coaches.

The above points cover the decision enablers. It is further important to cover the decision context in the change management effort:

• No strategy process, platform-based or not, will do well if issues are incorrectly framed. There is a risk that the platform gets a bad reputation if the issue framing is vague. There, in the first year particular emphasis, should be placed on correctly framing the issues.

• Further, the process outside the use of the platform needs to be efficient. One goal is to reduce the effort required during the planning process. We recommend training participants in our work flow approach.

Finally, decision making is more than hard facts. The facts are provided by the platform, but what makes a strategy unique and hard for the competition to replicate, is the intuitive, experience, dimension added by senior executives. The platform frees up time for such deliberations. But again, the change management effort needs to treat this explicitly.

What does the above mean? It means that implementing a platform-based planning approach is much more than getting a tutorial on how to use the platform, and an accompanying manual.

Rather, the onboarding / change management effort needs to be supported by coaches and consultants (internal or external). This is a substantial effort, but it also leads to positive and sustainable results.

Tellusant can recommend providers of such services and we will work together with them to make the transition a success.

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Staffan Canback

Staffan Canback

My new co-founded venture, Tellusant, aims to revolutionize corporate decision making. Earlier: Canback Consulting, Monitor, McKinsey & Co, ABB