22.14 Pitfalls and errors to avoid in transformation

It is rare for a transformation programme to be evaluated as a total success. To begin with, managers and consultants often focus excessively on drawing up perfect plans for change and insufficiently on supporting their implementation and removing organizational and cultural obstacles to the new vision and strategic change. Also, transformation efforts tend to focus more on activities than on results. With results-driven changes, a company introduces only those innovations that can help achieve specific goals. Results-driven programmes bypass lengthy preparations and aim at quick, measurable gains within short periods.

Other problems have been the re-engineering illusion and downsizing trap (cost reduction versus added value). Restructuring is a strategy for growth, a process for adding value and enhancing an enterprise’s capacity to deliver products and