Of course, there are some organisations that are thriving and are as busy as they’ll ever be e.g. So, what is ‘Not-Business-As-Usual (NBAU)’? I’m going to be stating the obvious, but it’s an acknowledgement of the fact that we’re not running in a BAU state, and that yes, the landscape has changed. But the reality is, this is not BAU, and that is completely okay! While most (if not all) have acknowledged the significant impacts of the pandemic, I’m still seeing organisations that are marketing, selling and engaging customers as if nothing has really changed – trying to treat the situation as BAU. It's going to be the new operating model.I’m not sure about you, but the term ‘Business-as-Usual (BAU)’ (in its various guises) has been plastered all over my newsfeed ever since the Covid-19 situation took a turn for the worst a few weeks ago. It's not something you're going to do for five years and then business as usual. So, create small empowered teams supported to create those new quick wins - those stories. That's how you really learn if your experiments work. You've got to encourage them to accept they may fail, fail fast, fail fast at low cost, pivot. But it doesn't matter how you choose what to invest in, you can't expect everybody to be innovating.īut if you are going to innovate, and if you're going to drive change, you've really got to be a big sponsor, you've got to encourage people to experiment. So you can stand up small empowered teams with guardrails. In the same way that a journey of 1000 miles starts with a single step, I would say a transformation starts with a single sprint. And I would say it doesn't have to be a monumental programme. So you've got a real opportunity to develop your skills, leading culture from the top, working backwards from your customers. You know, one of my favourite quotes is that the world will never be this slow again. I think lots of people have seen how their organisations have responded to COVID and hybrid working and supply chain disruption and I think the pace of change is just getting faster.ĭeveloping the competency to create agility is critical for the future because I don't think things are about to slow down. Think of ways that you can make the change and recognise people for being part of the change process. There will be those strong mechanisms that will pull people back to their day job. We're trying to close the month, the boss is all over me". Having led some big transformation teams at Cisco, which were cross-functional, at quarter-end, either the finance team would say, "we're too busy, it's quarter-end", or the sales team would say, "It's too busy. You need to set up new ways of running the business to sponsor and drive change and support cross-functional teams. So, you've got to figure out where you want to be in that spectrum. But in large organisations, you shouldn't lose what you've created in terms of operational excellence. It's not a question of abandoning the stuff on the left (see slide) and charging over to the right (see slide) because the behaviours on the right are pretty much how start-ups work. How can I become more data-driven, have much more insight, and become much more agile?.How can I pull teams together where you have business and tech teams working together to create value quickly?.How do I sponsor sprints, new behaviours, and new ways of working?.
#Business as usual it support how to#
How do I drive operational excellence and yet figure out how to drive change?.As executives and leaders, you've got to consciously think about: So, even though people might talk about change, the strength of those mechanisms can delay your change. Nobody is looking for a new job on top of the job they have. I find talking to customers, particularly in the last few months, there's a really strong culture of operational excellence - where you're focused on stability and predictability, top-down functionally siloed (often IT off to the side), where people are all maxed out. Now, the challenge in terms of driving organisations based on culture is that organisations have very good mechanisms for focusing on business as usual. Video Transcript – Edited for readability. In this article, Jonathan Smare shares insights to consider for your transformation plans taken from a keynote speech for the World Finance Forum in London 2021. So, how can leaders support doing both 'business as usual' and 'transformation'? Leaders can talk about change, but actually doing it and doing it successfully is the main challenge organisations face. Everybody has defined roles, processes, and responsibilities, so it can be overwhelming when transformation comes knocking on the door. Organisations work really hard to develop operational excellence, and it becomes ingrained in the culture. Business transformation often comes unstuck when you run into juggling business as usual activities versus transformation initiatives.
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