Transformation or a suitcase without a handle (part 6) The first rake, how to get around them without getting hit in the forehead

Where do you think the Chief Transformation Manager will begin his work on the task of global technical transformation of the company's product? I asked these specialists what they were thinking about and what they were going to do first. I have already touched on this issue (here: link 1 And link 2), and the first thing that needs to be determined is what exactly needs to be done to eliminate the preconditions that led to the need to transform the product. The entire list of steps is described Hereand the first three steps look like this:

1. Clearly define transformation goals:

   • The goal is to eliminate all technical problems present in the current product, and be sure to complement the goals that the new product must meet.

2. Assess the current state of the product:

   • This point is also understandable, because it’s not just that our chief transformation manager knows in detail all the technical problems associated with the current product. But this is only obvious at first glance, because along with the technical problems of the product, there are problems associated with the business of the existing product. But the chief transformation manager does not have detailed knowledge, simply because it lay outside the area of ​​his direct responsibility.

3. Define technical and business requirements:

   • Eliminate technical problems and predict the technical prospects of the product. However, we have a business part, with which the general manager has only an outside view and his own opinion about the existing problems and the necessary prospects.

And so, the coordination of business and technical tasks at this stage is the cornerstone. Let's remember the portrait of our chief transformation manager. The characteristics that we noted indicate that our specialist, with a very high degree of probability, will not go to business units for information about business problems with the current product. In my experience, he will return to his old job and start creating a new product because he has a reasonable understanding of what a modern product should be. He is confident that he will create the perfect product, because it has already been done once with his participation. Everything would be fine, but, alas, to create a new product you need two components. And here I put the business component in first place, because it is this part that brings in money, and we need to start planning the transformation from there.

In order for the planning process to be effective and successful, the first thing that needs to be done is to provide the chief transformation manager with a new workplace.
Old place, old tasks.
Allowing the chief person for transformation to be distracted by old tasks is categorically unacceptable. We remember that one of the features of this specialist’s work process is that he has an assistant who can take on almost all of his current responsibilities (link to article).
Thus, all support tasks for the current product should be performed by another specialist. Only in extreme cases, when no one can resolve the current situation, is it worth involving the chief transformation manager. Otherwise, turnover can fill the entire working time and even more.

So:

1. We are creating a new workplace for the chief transformation manager.

2. The Role of the Business Owner: at this stage, the task of the business owner or decision-maker is to prevent the issue of transformation from being resolved primarily by technical means. This is a complex task that requires a change in the thinking of the general manager of transformation from technical problems to business problems. At first glance it looks simple and obvious, but, unfortunately, it is not so. The problem of restructuring thinking is not the task of a specific person, it is a broader task. The chief transformation manager is now responsible for a completely different level of tasks. This is a fundamental change. Most likely, there was a conflict between business and development, and it is the chief transformation manager who has the difficult task of resolving all past conflicts.

3. Support or supervision: an employee with such authority needs support at the first stage, until he gets involved and forms a new understanding of his status. The role of supervisor can be taken by the owner or decision maker or an invited transformation specialist.

The main words of the first stage for the chief transformation manager in terms of interaction with the business may be: “Why?”, “Why?”, “How?” The more questions he asks and receives answers, the more efficiently the third point will be completed – determining the technical and business requirements for the company’s new product.

To summarize: Once the Chief Transformation Manager is given all the conditions to focus on the task, the most important and delicate part of the process begins – redirecting his thinking from the technical area to business problems. This requires a deep understanding of business objectives, strategic vision and the ability to link technical solutions to business results. For this to happen, the business owner or decision maker must be actively involved in the process, guiding the chief transformation manager and helping him see the bigger picture. Ongoing dialogue and discussion of strategic priorities will ensure that there is no bias towards technical aspects, which, while important, should not overshadow the key business objectives of the transformation.

Additionally, creating a new environment for work and taking time to analyze current business challenges will help the chief transformation manager step away from routine and focus on what really matters to the success of the entire enterprise. The transition to a new level of tasks means that he needs not only to update the system, but also to combine it with the real needs of the market and customers. This means actively engaging with sales, marketing, and customer support teams to better understand their vision for the future of the product. Not only technological capabilities become important, but also how the product will solve customer problems and contribute to making money.

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Introverts tend to be detail-oriented, good listeners, and notice little things that might escape the attention of others. They can be creative, finding inspiration in their inner thoughts and worlds. Introverts often value personal space and time