When Business Itches, It Itches For Change

Good leadership is about asking questions. 

Now, we’re not vouching for vague questions, like “How can we do better?” or “Are we forgetting something?” The questions leaders should ask encourage people to find new business chances. The things your organization hasn’t thought about yet. Maybe:

– What’s an obvious opportunity that could bring greater value than before?

– Did we succeed in managing big change in our recent history without a big “people loss”? 

– Do we need to leverage third-party to meet a wider range of our customers’ needs?

Well, today we decided to tackle these three questions exactly and all roads lead to the simple answer. It awaits in the next 600 words you’re about to read.

The Stubborn Itch Needs a Remedy, Not Scratching

Think for a second about your existing (1) management hierarchy. Is it stretched too thin? Are they grappling with pressing issues on multiple fronts? Are they using outdated tools or processes to some extent?

The chances are they are. If the existing hierarchy were functioning just as ordered, there would be no thoughts of a major digital shift, would there? Otherwise, your company would already have foregone the big change. 

Now, think about (2) the processes in general. Maybe the car assembly line production. A person and/or machine does a task, and as the car moves along the line, it gets assembled step by step. Humans and machines as joint forces.

The level of manual, human work over automation resembles the level of itch-scratching. If the same manufacturing company is relying mostly on human pressing buttons, they’re a scratcher. Furthermore, if their upper management – (1) the hierarchy – is overextended in “other pressing stuff”, there you have it: The company that still has not made a change. The reality is…

Itching only creates the illusion of a fix and never truly solves the problem. 

Therefore, if your current system is not working as expected, finding a remedy demands activity outside the usual.

Joining The Powerful Guiding Coalition

Companies that fail to change more often than not underestimate the importance of a powerful guiding coalition. Sometimes they expect the team to do well because they always have – but they end up staying corrected. Sometimes they lack technical know-how. Most of the time though, they succumb to an illusion of a fix – the notorious scratching. 

In today’s market, the ability to navigate technology is a game-changer. In fact, digital-first companies are 64% more likely to meet digitization goals. Others – without any outsourced strategic help at least – are in for a hassle and cultural turmoil. 

Letting a reliable partner come on board is therefore crucial. That’s what we mean by a Powerful Guiding Coalition.

In any successful change effort, the coalition leading the way creates a clear and easy-to-share picture of the future. The vision should appeal to customers, shareholders, and employees, going beyond just the numbers you might find in plans for the next few years. 

After about 3 to 12 months of joint synergy, a clear vision of the future is refined. Thinking carefully, having an outsider’s perspective, and a bit of dreaming make the perfect ingredients for a clear vision. 

Eventually, the team in charge comes up with a strategic, technical plan to make that vision a reality. For a company accustomed to managing all aspects internally, this task becomes a breeze.

CTO as a Service Is The Joining Party

CTO as a Service is the GPS for companies struggling to navigate digital change. This guiding “third party” ensures businesses observe obvious ROI from the digital shift. They help companies align tech strategies with vision, move to a new infrastructure, and smartly nudge you to employ the tools that you can actually afford and benefit from. 

In our case, the creation of the CTO as a Service stems from a knowledge gap we observed so far in the companies we’ve partnered with. 

It is not merely termed as ‘consulting’ or ‘outsourcing’. No, our approach is not to stand on the sidelines or focus on minuscule tasks companies think are important. Instead, you get a rapid response team onboard with its own portfolio. 

Alongside the seasoned pros who’ve aced it time and again, you develop a detailed roadmap and tools to get you past the finish line. Differing from certain consultants, both parties don’t rest until the goals have been met.

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To wrap up: If you lack the right questions, find those who do ask. Seeking expert guidance ensures you unveil the issues that need a makeover. Although it may seem uncomfortable or disrupting, it’s ultimately good. Breaking free from the familiar redefines a path and in this case it’s a better one. The last thing businesses need is to become oblivious to the obvious issues and let them go sour right under their noses.