THE SILVER BULLET TO ENSURE BUSINESS SUCCESS
Developing new software-driven competencies and business models or engaging more proactively with the capital markets goes to the heart of what defines a business. Against this backdrop successful business transformation becomes the silver bullet toward securing a company’s future.
To successfully transform, companies need to be fast and effective: fit-for-purpose organizations, synchronized to their strategy, capable in culture and skills, and steered by leaders ready to bring complexity under control.
To be viable in the long term, our clients must reconcile the conflicting priorities of strategy, structure, and culture in their respective market environments. The resulting issues are complex and require the right balance of conceptual strength and industry expertise. This is exactly what we bring to the table.
As a cross-functional practice team, we help our clients navigate business transformation successfully using a holistic methodology and deep expertise in industry and transformation.
Together, we find solutions for the “why, what, and how” questions our clients are asking.
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We believe that successful transformation is built on both people and organizations. And we believe that people and organizations always have the ability to change and develop themselves further. How? By systematically and radically questioning the status quo.
Transformation is complex and requires holistic system thinking. From ambition to implementation, from executive to employee, from downstream to upstream. Our offering connects the dots end-to-end.
If you don’t know where you want to go to, every step is in the wrong direction. To avoid this, the key is to formulate a winning transformation purpose and develop your organization’s North Star. This is something that must be based on hard facts, identified through strategic assessments of external drivers such as markets and competitors as well as internal factors like shared beliefs and your organization’s overarching strategy.
Our offering includes:
The transformation should not run parallel to your organization like a separate project. To successfully bring about fundamental change, the strategy must be translated into critical tasks and specific implementation requirements, prepared using methods like Objectives & Key Results or Hoshin Kanri.
Our offering includes:
During the transformation, the organization changes holistically. This starts with the underlying operating model design (including development of a viable system model and strategic partnerships). In addition, the overall process design must shift the organization toward more agility, resilience, and adaptability. Foundational work must also include defining a new target culture (including values and critical behavior) as well as new key capabilities.
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Individual and team leadership coaching goes far beyond managing the status quo: rather it is about anchoring the big picture, embedding concepts of ownership, and engendering transformation from within the organization itself. It also includes training in resilience, entrepreneurship, responsibility, and ambidexterity. And we always aim at combining different perspectives for leadership: It’s about leading your business, leading others, and leading yourself.
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Throughout the transformation, good communication should be the drumbeat of change - a regular, predictable ‘voice’ that creates transparency and ignites new ways of working. This starts with a tailored communication plan and employee engagement. But it can take different forms in different companies. Some organizations need to start by assessing their culture to understand the needs and demands of the target group. Depending on the organizational context and requirements, the work may also include pride builder and ambassador network design, as well as end-to-end network development, enablement, and management.
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Sometimes organizations are ready to transform but lack certain key skills. Identifying qualification requirements and suitable training design are the first priority. Staff development, including awareness, reskilling and upskilling can then begin.
In some cases, it may also be advisable to work with strategic partners and to enable collaboration.
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A holistic approach and conceptual framework from strategy development to implementation is critical. Similarly, transformation support is required as needed, from sparring to training to full support. This also includes agile transformation management, with a data-based transformation monitoring.
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Different perspectives, collaboration, courage, experience, and enthusiasm are what distinguish us. We see ourselves as long-term transformation agents and not as short-term catalysts. Sustainable solutions are what we strive for.
At RELEVANT, we relate data and personality so that companies make fair, resilient decisions, leaders effectively create safe and humane environments, and everyone's potential unfolds. We love scientifically sound data and want to make room for individuality in working life.
We show that transformation is more than a buzzword.
Check out our latest insights for inspiring thought leadership on the issues shaping the future of automotive transformation.
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