The goals needed in business transformation


Business Transformation appears to have began as a label used by software companies to recycling their consultancy processes in order to sell integrated information systems more efficiently and quickly.

Now business transformation means much more transformations occurs. It implies processes transforming across the business . It also implies that this is the only valid for the strategic process towards achieving their gole and target is your corporate vision or way forward.

Many organizations and consultancies appear to get lost in the chase for growth and change.

Transformation relies on implementation of effective market and stay-in-business

Strategies that attract more profitable customers in selected markets and lower operating costs.

Enabling Transformational Change

The move from 'running the business' or project delivery to business transformation

requires action at many levels.

At a project level, five key activities are:

Focus on benefits

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Start thinking of projects in terms of business-led transformation activities, spanning

many functions. First the employee must think about benefits he stop thinking about the

products and delivery of the products.

The main objective of each project must be to gain specific benefits for all stakeholders.

Project planning must clearly show how these benefits will be realised by enabling

people to do things differently. The business changes required to realise the benefits must

be clearly identified, ownership for them must be established, and the overall plan must

address these changes as well as the delivery of any new technology.


To realise the benefits will depend on leadership of the project, the people involved, the

effectiveness of the project team and the quality of communication and engagement with

all the various stakeholders of the project. The implications for the role of the sponsor

and the project leader are significant. Do they and the wider team have the expertise, and

the time, to address the wider issues of transformation

to get the success in the business ,Getting the right people, at the right time

Expanding, developing and learning

Do projects, build in opportunities to explore the possibilities and learn about the

potential benefits? Is there an opportunity to evolve and refocus as the project

progresses? By itself this is a huge shift for many organisations. fixed and traditional

mindsets can be very damaging and often stifle any innovation or risk-taking. Risk taking

and innovation.


The project to be successful, will provide an opportunity for a continuous stream of

benefits. In many situations the focus and effort should come after the initial project has

been delivered. All too often the project team moves on as soon as the process change is

live and so the opportunity for continued benefits realisation is lost.

Skills development

First discuss details and know about the all these factors is the need for skills and

knowledge development. This is about training and education and some significant shifts

in thinking are required to learn the new and best techniques for innovative produts

to approach transformation in a new way and not as just another change project.


In every organizations the main thing that is the outsourcing as the key strategy for

business transformation. Certainly outsourcing is a best strategy but it is not the

only one. equally not all outsourcing is transformational change. Outsourcing can only be

classified as transformational if it is SEEN by all parties. many organisations attempt to

mask this fact to customers and staff. If hidden then unless the new service demonstrates

measurable change and is perceived as so by service users then it cannot be

transformational. Many outsourcing services offer the same as in-house teams formerly

did is not transformational , it is transactional change.

Useful research

in the searching for enterprise level organizations released by Capgemini Consulting in

partnership with the Economist Intelligence Unit, Western European businesses have

launched on average seven major transformation programmes in the past three years.

Of these, 44% are motivated by the growth of international competition, 34% are

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motivated by industry consolidation and 34% are motivated by increased competition in

domestic markets. Whilst 86% of those questioned feel that managing these business

transformations is now an integral part of management, only 30% believe it is something

at which they excel.These transformation projects tend to focus on reducing cost due to

new economies of scale at an international level and, increasingly, on achieving growth

by seizing each and every opportunity offered by emerging markets. Whether the

intention is to boost turnover or to improve profitability, the study underlines the extent

to which economic globalisation impacts on the number and content of these

transformation programmes.

The analysis reveals two major forms of transformation:

Fundamental change that generates a strong impact on results in less than two years, such

as mergers and acquisitions (57%), outsourcing and off-shoring (53%), restructuring

(46%) or strategic changes (46%). These programmes involve external players and

generate major transformation within the organisation

Programmes that generate comparative improvement, such as value-chain optimisation

(33%), cross-functional performance improvement (44%), information systems

redesigning (54%).

Tools for use in Transformational Change

Business Improvement Review tools have been used successfully as a key part in the

business transformation of many organizations - large and small. for more information

in the business improvement review.

Strategic change

In 1970, the scientist in the losses that he is described a trend towards accelerating rates

Of change. the scientist illustrated how social and technological norms had shorter

lifespans with the every that is coming people that is next generations, and he questioned

society's ability to cope with the resulting turmoil and anxiety. In past generations periods

of change were always punctuated with times of stability. This allowed society to

assimilate the change and deal with it before the next change arrived. But these periods of

stability are getting shorter and by the late 20th century had all but disappeared. In 1980

shift to relentless change as the defining feature of the third phase of civilization (the first

two phases being the agricultural and industrial waves). the scientist claimed that the sun

rise of every day will gives more anxiety for the previous phase like that in businesses

will cause much conflict and opportunity in the business world. Hundreds of authors,

particularly since the early 1990s, have attempted to explain what this means for business


In 1997, the scientist Wacker and Jim Taylor called this upheaval for five hundred years.

So They are claimed these major upheavals occur every 5 centuries. They said we are

making very innovative products currently. the transition from the "Age of Reason" to a

is also called the age of success. the scientist jermy rifkin (2000) popularized and

expanded this term, "age of access" three years.

In 1968, the scientist peter drucker(1969) coined the phrase Age of Discontinuity to

discuss the way to change forces disruptions into the continuity of our lives. In an age of

continuity attempts to predict the future by extrapolating from the past can be somewhat

accurate. But according to the scientist drucker the employees are now in an age of

discontinuity and extrapolating from the past is hopelessly ineffective. So the employees

cannot assume and cannot guess that trends that exist today will make products and

continue into the future. He identifies four sources of discontinuity: new knowledge and

techniques , culture and innovative production.

In 2000, the scientist Gary Hamel discussed strategic decay, the notion that the value of

all strategies, no matter how brilliant, decays over time. In 1978, the scientist dereck

abell (Abell, D. 1978) described strategic windows and stressed and gives more

importance of the timing (both entrance and exit) of any given strategy. This has led

some strategic planners to build planned obsolescence into their strategies.

In 1989, Charles Handy identified two types of change. Strategic drift is a gradual

change that occurs so subtly that it is not noticed until it is too late. By contrast,

transformational change is sudden and radical. It is typically caused by discontinuities

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(or exogenous shocks) in the business environment. The point where a new trend is

initiated is called a strategic inflection point by Andy Grove. Inflection points can be

subtle or radical.

In 2000, Malcolm Gladwell discussed the importance of the tipping point, that point

where a trend or fad acquires critical mass and takes off.[54]

In 1983, Noel Tichy wrote that because we are all beings of habit we tend to repeat what

we are comfortable with. He wrote that this is a trap that constrains our creativity,

prevents us from exploring new ideas, and hampers our dealing with the full complexity

of new issues. He developed a systematic method of dealing with change that involved

looking at any new issue from three angles: technical and production, political and

resource allocation, and corporate culture.

In 1990, Richard Pascale (Pascale, R. 1990) wrote that relentless change requires that

businesses continuously reinvent themselves.[56] His famous maxim is "Nothing fails like

success" by which he means that what was a strength yesterday becomes the root of

weakness today, We tend to depend on what worked yesterday and refuse to let go of

what worked so well for us in the past. Prevailing strategies become self-confirming. In

order to avoid this trap, businesses must stimulate a spirit of inquiry and healthy debate.

They must encourage a creative process of self renewal based on constructive conflict.

In 1996, Art Kleiner (1996) claimed that to foster a corporate culture that embraces

change, you have to hire the right people; heretics, heroes, outlaws, and visionaries

The conservative bureaucrat that made such a good middle manager in yesterday's

hierarchical organizations is of little use today. A decade earlier Peters and Austin (1985)

had stressed the importance of nurturing champions and heroes. They said we have a

tendency to dismiss new ideas, so to overcome this, we should support those few people

in the organization that have the courage to put their career and reputation on the line for

an unproven idea.

In 1996 year the scientist adrian slywatzky showed that how the changes occurs in the

business environment and they are reflected in value migrations between industries,

between companies, and within companies. the scientist adrian claimed that recognizing

the patterns behind these value migrations is necessary if we wish to understand the

world of chaotic change. In the "Profit Patterns" in the year (1999) the scientist

described businesses as being in a state of strategic anticipation as they are trying to

spot emerging patterns. Slywotsky and his team identified thirty patterns that have

transformed industry after transforming to the industry. In 1997, the scientist clayton

christensen in this year 1997 took the position that great and successful financial

companies can fail precisely because they do everything right since the capabilities of the

organization also makes mistakes at some times. so the companies it self defines it's abili

ties and its disabilities. Christensen's thesis is that outstanding companies lose their

market leadership when confronted with disruptive technology. The scientist christensen

called the approach to finding the new markets and including markets and these are also

to discovering the emerging markets for disruptive technologies agnostic marketing , i.e.,

marketing under the implicit assumption that no one - not the company, not the customers

can know how or in what quantity is a disruptive product can or will be used before they

have experience using it.

A number of strategists use human resource planning or strategic planning techniques to

deal with change for this the scientist kees van der heijden in the year of 1996, for

example, the scientist heijden says that change and uncertainty make that the full

"optimum strategy" determination impossible. We have neither the time nor the

information required for such a calculation. The best we can hope for is what he calls

"the most skillful process". The way that is the scientist peter schwartz put it in the year

1991 is that strategic outcomes cannot be known in advance so the sources of competitive

advantage cannot be predetermined. The fast changing business environment is too

uncertain for us to find sustainable value in formulas of excellence or competitive


planning is a technique in which multiple outcomes can be developed, their implications

assessed, and their likeliness of occurrence evaluated. According to Pierre Wack,

scenario planning is about insight, complexity, and subtlety, not about formal analysis

In 1988, the scientist henry looked at the changing world around him and decided it was

time to reexamine how strategic management was done. the scientist henry examined the

strategic process is the best process for the organization and concluded it was much more

fluid and unpredictable than people had a great and successful ideas ,views ,impressive

thought. Because of this, he could not point to one process that could be called human

resource planning or strategic planning. Instead he concludes that there are five types of

strategies. They are:

Strategy as plan - a direction, guide, course of action - intention rather than actual

Strategy as ploy - a maneuver intended to outwit a competitor

Strategy as pattern - a consistent pattern of past behaviour - realized rather than intended

Strategy as position - locating of brands, products, or companies within the conceptual framework of consumers or other stakeholders - strategy determined primarily by factors are outside the firm

Strategy as perspective - strategy determined primarily by a master strategist


Limitations for corporate growth

A combination of factors can make organic growth hard to sustain. For one thing, firms often find themselves in saturated, price competitive markets -- pressured by customers who themselves are squeezed --and are forced to compete for incremental share gains with rivals who follow similar strategies. One answer to this challenge is to explore new "blue ocean" markets with new business models and offer a better customer experience. While this is an appealing growth path, the returns may not compensate for the higher risk and long delay before any returns are realized. This approach also does not account for the consistent growth records of Wal-Mart, Dell and IKEA, which have been methodically leveraging their low-cost business models in closely adjacent markets.

In other cases, disappointing growth can stem from organizational impediments (such as short-term incentives that subvert long-term objectives), risk-averse cultures and inferior innovation capabilities. Day says 80% of CFOs of major corporations would reportedly hold back on discretionary spending designed to fuel growth if they were likely to miss their quarterly earnings target.

Methods of growth

Financial organizations are concerned with the purchase of stocks and the selling of end

Products that is selling of products at the last and also purchasing of stocks using a large

scale approach. Modern production plant are able to operate using small and large

components and materials that are purchased just-in-time for their use. The production

line is managed at the speed required to meet the needs of end consumers just-in-time.

Because companies like BIC and Gillette use the many mass production techniques and

they are able to operate their plant at high levels of capacity, while benefiting from bulk

purchasing of components, equipment and materials.


Role of business synergies

Inspiring vision and stretch goals

Every one goal and vision performs both a directional and a bets function. The purpose of your vision of a desirable future is to get inspiration provide direction, and focus you on those things you could do now to bring that future state about.

First you set your goals on your journey to your vision and your true self. Stretch goals energize and push you to work harder at meeting more difficult targets and to achieve more than if you had set an easier goal.

Take action and don't quit

To get success every one asks them selves these following questions they are: Why? Why not? Why not me? Why not now?" advises James Allen, according to another author the Success is about persistent, consistent action. Action is the key. If you do not take action you will achieve nothing. So, set stretch goals and take action.

Balance action and reflection and reflection of where you are now and action of pushing toward where you need to go.

Never forget that failure is just a step to your success. The technology is teaches us, "There is no such thing failures, that is only feedback."

Feed back

Feed back means is the reply to the some work and it is the breakfast of champions and the foundation of success. It will help you learn and do better next time. Take notice of feedback in all its forms. Pay attention to detail.

If what you are doing is working, find out the ingredients and sequences, then repeat them to get more of it. If what you are doing isn't working, be attentive and do something different.

The art of living and thinking

The art of living helps in to get success or to reach goal and you achieve much more with much less effort. This effortless skill comes from being in accord with reality.

The art of thinking also helps to get success in the short way so think properly and get success easily.

Characteristics of Successful Businesses

A successful emerging growth business is likely to display many of the following


Sensibly financed (with prudent mix of equity and debt).

Strong cash position (with access to follow-on or contingency funds).

Offers above-average profitability (in terms of return on capital invested).

Aims for rapid growth in revenues (with profits lagging but in prospect).

Targets expanding, or otherwise attractive, market segments.

Develops a strong franchise or brand.

Devotes substantial resources to innovation (R&D, offerings or market).

Competes on non-price issues (e.g. quality, service, functionality).

Very close to customers and responsive to their needs.

Seeks specialist/leadership image with superior offerings.

Well managed with high-grade staff & good people-management.


Risks in medium sized business

Liquidity risk

Foreign exchange risk

Interest rate risk

Commodity price risk

Risks posed by competitors

Risks posed by the market / economy

Risks posed by the death of the business owner

Other risk management issues


Organizations should be proactive and learn before changes takes place in that

Organization . adaptive learning organizations change within their existing cultural

Values while generative learning organizations change and learn from the change in the

new cultural value environment. Organizations learn by creating conductive environment

knowledge acquisition, knowledge sharing ,knowledge creation and development

through discussions , interviews and brain storming etc.