In this sixth publication on the reasons that cause transformations to fail, we will address the importance of team preparation and resources. This is closely aligned with topics previously covered such as: Leadership, Clarity, Foundational Aspects, and Speed of Change.
Team Preparation and Resources
1. The “Right” Team
One of the main mistakes in transformation projects is not properly forming the initial team. Leading a change process is not a skill that is automatically acquired with a position, and many general managers move forward without making adjustments to their teams, either out of fear of facing the replacement process or with the hope that change will strengthen members who have gaps. However, this approach generally fails. An effective leader must select the right people to take responsibility for the change, and help those who are not prepared to reorient their careers outside the organization. Postponing difficult decisions only makes them worse.
To increase the probability of success, the manager must form a team committed to the process, understanding the risks and responsibilities it entails. A good leader knows to whom to delegate these responsibilities and when to thank someone for their services if they are not prepared for the challenge.
2. Expectations of Knowledge or Skills Beyond the Team’s Reach
Before starting a transformation, it is essential to evaluate whether the competencies and skills of the current team align with the requirements of the process. Although the need for change is usually evident, a preliminary analysis must identify whether the team has the necessary capabilities or if these can be developed in the short term.
A clear example is a traditional mail services company facing competition from cheaper and more customizable digital offerings. Even knowing it must transform to survive, the company must evaluate whether its team can adapt to this new environment. Tools such as SWOT analysis can help determine whether there are strengths that allow the company to take advantage of transformation opportunities.
A notable case is that of Steve Jobs at Apple, who simplified the product offering and focused on the iMac, an approach that was initially viewed with skepticism, but that prepared the company for its eventual success with the iPod. This example shows that a successful change process does not always involve big leaps, but rather preparing the organization for future steps while improving its current situation.
3. Absence of Training/Preparation Processes, or of Feedback and Behavioral Conditioning
In a transformation process, it is key to stabilize and improve processes in order to enable growth and profitability. Focusing only on changing processes without paying attention to feedback and training often causes the transformation to lose its potential. The lack of clear guidelines and the absence of operational standards affect the stability necessary to achieve lasting results. The transformation cycle must include innovation and adjustments, followed by the stabilization of new processes so that these can be repeated and generate continuous value.
4. Resources
Resources—such as inputs, capabilities, technology, and knowledge—are fundamental in any transformation. It is crucial to identify the necessary resources from the beginning, measure their costs, and ensure they are available on time. Without proper preparation and allocation of resources, it is likely that the company will not be able to convert customer requirements into valuable products or services. The profitability and success of a transformation depend on transforming these resources into something valued by customers in an efficient and profitable way.