DnA - Executive Transformation Network

In most journeys we work on we see that alignment based on clear definitions or processes is challenging and sometimes obscure. Different stakes, but also a lack of understanding on what really the definitions are, and how they impact the different functions.

In this blog we identify the 5 key items which must be synchronised well to ensure your organisation is working on achieving these objectives as a collaborative group

In one of our recent projects we worked on aligning to a new operational policy as preparation for further digitalisation. As this project is being delivered in multiple markets, the definitions are somewhat challenging due to language, culture and organisational differences.  Delivering on all objectives may result in challenges to make everyone involved understand. As normal in agile change management, moving goalposts often do not help to clarify and deliver objectives. Therefore, some guidelines are critical to align before you actually deliver a change program in your business.

1Align on definitions and terminology

It’s difficult to really align on objectives if terminology is unclear. Terminology may be open to interpretation of the receiving party. Missing a clear description of terminology, could result in being unable to align. Progress is delayed in that case. Make sure the definitions are clear to all stakeholders and ensure that changing definitions are documented (incl. change log).

Ensure definitions don’t get lost in translation and are clearly defined!

2Understand the processes

Many companies have guidelines and processes. When interviewing team members however, you find that guidelines and processes are not part of their day to day thinking. Effectively, they are not following the process. Moreover, processes are based on an ideal situation and not actual reality. Make sure that you validate the provided processes and understand their impact as well.

3Validate day to day practices

If we look at the standard end to end business process, an ideal design of a process was applied. It may not be in line with what actually happens. Day to day events may make it impossible to follow the process.

The importance of understanding why people do not stick to the process and assessing what you need to be able to complete daily delivery to your customers is often missed when defining a new approach. We hear a lot about best practices, but when you take a closer look into the day to day of an individual, best practices are often not followed due to changing needs and daily events. You want to find out things are actually different before you are in the delivery phase of your project. Validate on all levels.

4Roles and responsibilities

Make sure you do not assume on roles and responsibilities. Better to validate the end to end process and realign roles or responsibilities, than assume a team is responsible for this. A strong alignment is needed to limit finger pointing to a minimum.

We have seen team members taking ownership of activities, which are not their responsibility. Just because the team owning this part was too busy with other focus areas. Or even worse, team member moved to a new role while keeping his/her old one. It’s important to make sure you have a clear definition of roles and responsibilities in your program. Terms like IT, Business or Finance transformation do not always clarify how roles are divided. From experience these are not clearly defined in most projects.

5Data points

Jumping in to a transformation, without the right data to assess is not very smart. The pressure of delivering results whilst jumping on new topics. Having limited clarity around the measurement of success. Teams will never be able to focus on result, adjustments and delivery. If the data points are not yet in place, make sure you build them. Defining KPI’s during the change instead off upfront is not ideal and can lead to a continuous change of direction. Build a strong “WHY” and use the data points for the “WHAT” and “HOW”. You will have a stronger execution.

What are your experiences?

We are learning every day. Not just from the projects we do. We love to learn from you and are keen to hear about your experiences.

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Business coach, Program Lead, Interim CXO, COO, CIO, CSO, from strategic design to physical delivery! Passionate about growing people and a firm believer that the journey is just as important as the ultimate goal. By empowering team members we create the entrepreneurs of the future!Recognised (see recommendations) by former clients, team members and partners as the go-to person when it comes to his track record in delivering purpose and meaning in transformations! Rahim is the power behind Duchain & Associates, a network of Growth Consultants! Completed over 50 successful programs over the past 20 years at a success rate of 98%, Impressive!Pioneer in the area of transformational consulting, leadership and organisational development, topped up with in-exhaustive energy, creativity and passion make him one of the most desirable transformational leads working in today´s market!Rahim is based in Barcelona (Spain)! His work area extends to EMEA and US with past engagements covering most continents!A fun fact. Rahim is a wannabe DJ (a source of creativity), a devoted husband and father (The caring part) and Dogwalker (he calls this sports). Connect and grow with us!