Just ask!

Every single transformation has different points of emphasis. Each has a different context and specific challenges; and each one needs a particular tone of voice. The Discovery phase needs to uncover this.

Ignition Transformation is always careful to stress that Discovery is not just there to identify what kit they use in Finance or whether the CRM system is up to snuff. It’s there to get an understanding of the much wider landscape, from goals and opportunities to threats and constraints; taking in politics and personalities; and identifying potential friends and foes.  

Therefore, we’ve drawn up a basic Discovery Checklist which can be used as a starting point. Of course, you will need to customise it to fit with your parameters, but as a starter-for-ten this should get you thinking about what else you’ll need to know:

Questions to ask (of) the C-suite

What went wrong last time? We always start with the negative – it gets so much more honesty at high speed. The question might be tailored around the specifics – such as “What are the key shortcomings of what we have now?” or “Where are your expectations not being met?”

Make it clear you are asking for the warts-and-all bad news – EVEN IF you personally were the author of some of the existing unpopular systems. This is not about you – it’s about what’s best for the business. And it looks impressive if you the guts to ask everybody this, not just the C-Suite.

Of the C-suite, what percentage would you say have bought-in to this programme?  Where within the C-suite are the lower levels of buy-in? These questions give you a starting point for your engagement campaign. Obviously, you do not go up to each C-Suite member bold-as-brass and ask “Hey Barry, you bought-into this or what?” You may have to approach it in a much more oblique and subtle way. Asking “What do you see this project delivering?” tends to give voice to any cynicism….

Characterise the appetite for risk in a) your CEO and b) the rest of your C-suite. When you have the answer, you can choose to view it as a constraint; or instead, a primary strand of your communication campaign. You can ask them about their appetite for risk - or deduce it from their other statements and actions. Asking them would be wiser, as it is puts it on the record.

How would you describe your previous change initiatives from the five words and phrases offered below?

• Top down
• Refreshing
• Collaborative
• Chaos
• Evolutionary

Respondents are only allowed to select one word – and the choice is deliberately not “either/or”. This will give you the tone of how they feel about previous experiences of change.

How did the organisation set the time-frame/deadline for the completion of this change?  Surprisingly arbitrary timelines are often set – so it’s best to check early on just how real and reasonable to window is.

Is this the only significant change we will be running in the assumed time period?  Or are there other major change initiatives happening simultaneously?  “Other” includes, for example, mergers/acquisitions or other C-suite led initiatives such as culture change programmes. A complex suite of changes happening simultaneously is not impossible – but it’s very challenging and meticulous co-ordination of activity and communications will be essential.

Questions to ask (of) the Divisions

Is this the only significant change programme we will be running in the assumed time period – or will we have any other initiatives ongoing in this division? As well as the company-wide initiatives addressed above, it is very common for divisions or sub-groups of people to be running other changes – for example, organisational restructures, plant upgrades or product launches. The presence of simultaneous projects will give you information on how much attention this division will give to your Programme; whether there is a potential for conflicting changes; and whether arms will be opened in welcome. Again, this will inform your plans for engaging their involvement.

What technology do you have now?  What precisely does it do for you? Where does it fall down? How does it waste time? Where is it? Who uses what? Do you own it or hire it from Microsoft et al? What supplier relationships are in place?

What processes do you follow now?  Are these dictated by the technology, or is it the other way round? Which processes are noticeably cumbersome/time-wasting? What characterises process improvements that have worked really well in your Division?

How do people in your Division abuse the technology and the processes?  Why do you think they do this?

How do your technologies and processes link-up with those used by other Divisions (or Departments)? Where are the gaps and broken links?

Where are the opportunities to be bigger, smarter, faster, more?

Questions to ask (of) the Users

What is inefficient, frustrating, broken?  Why do you say this? Here, you will need to observe, probe and evaluate, as well listen. For example, it could be that frustration comes from an ill-advised process rather than unsuitable technology – or vice versa. It’s not going to be a technology solution every time!

How could we help you do a better job? You can prompt with ideas for time-savers, step-removers or customer-satisfaction-enhancers.

Where are the opportunities to be bigger, smarter, faster, more?

Questions to ask (of) the customers

What do our competitors do better than us? Where do we exceed what is on offer from our competitors? This is a bit risky, because it might raise expectations that you will definitely deliver whatever they mention. Only ask this question if you’re intending to knock your competitors’ offer into a cocked hat (whatever a cocked hat is). If this feels too out-there, you could always try….

In a perfect world, what else could we do to impress you? In the real world, what one thing would you like to see improved? Again, this line of questioning needs careful management in order to keep expectations realistic – hence the careful wording.  You might consider investing in external, professional and neutral facilitators for customer Discovery. And NEVER approach clients without first discussing this with Sales and Marketing.

Questions to ask absolutely everyone

What will success look like?  This is the question to ask of everyone you meet. Obviously, you’ll make sure the executive sponsor answers this, but don’t forget to ask every manager and end-user you encounter, too. You’ll be surprised how much the answers will interlock.

This article is taken from Uncommon Sense: Alternative Thinking on Digital Transformation by Mark Aikman

Amazon location: https://www.amazon.co.uk/Uncommon-Sense-Alternative-Thinking-Transformation-ebook/dp/B08KSG513Q

Apple location: https://books.apple.com/gb/book/uncommon-sense/id1536877985