The ifss 3P Transformation Model

The ifss 3P Transformation Model

If and only if

Wishful thinking and a handful of tools will not transform your business (just to be clear). Most efficiency initiatives in companies end up stagnating whenever the full picture is missing: Business Transformation is not just about processes or procedures. Our experience shows that companies can achieve the full benefits of Business Transformation if and only if they concentrate on what ifss calls “Process”, “Practice” and “People”.

Some key questions that Business Transformation can answer are:

  • What elements need to be considered in order to really achieve a sustainable transformation?
  • How do we go beyond fancy models and PowerPoint-slides in order to effectively activate the entire workforce?
  • What is the scope of a successful Business Transformation and how much time or resources are required for the execution?

How ifss can help

At ifss Business Transformation is our mantra. We help our clients find their own approach to Process, Practice, People that’s just right for them.

The best processes and practice will have no impact on your company as long as they are ignored by individuals. “People” refers to the way all stakeholders involved in a transformation think, feel and act in their jobs. Although we know out of experience that culture is one of the most difficult things to change, it is an essential driver of sustainable transformation; and it requires a mindset-change at an individual as well as an organizational level.

Transformation by focusing on people means:

  • Improving individual leadership and facilitation skills (empowerment and role modeling)
  • Enhancing collaboration between individuals, within teams and with interfaces (while setting the priority on value creation instead of politics)
  • Instilling a mindset for quality (“I am responsible for quality”) and accountability (“I deliver what I have promised at the agreed deadline!”)
  • Creating a shared need while constructing an inspiring vision to engage people
  • Mobilizing necessary stakeholders to remove roadblocks and act as multipliers of the initiative

The best processes will not work or the most committed improvement initiatives will never bear fruit if “practice” is not considered. “Practice” is the way things are done at your company, and refers to the set of procedures, SOPs, instructions, communication guidelines (incl. meetings structure), compliance tasks, balanced scorecards, etc. that are as important to value creation as the processes themselves.

Focusing on practice for Business Transformation means:

  • Adapting (strategic) goal setting systems (i.e. Balanced Scorecard) and adjusting the performance measurement systems
  • Improving communication channels and meeting structure
  • Updating the existing BPE toolbox to a world-class standard
  • Building a flexible governance structure with synergies between units
  • Optimizing templates, working instructions, SOPs and IT interfaces

Business Transformation requires the end-to-end process view that is in sync with the company’s organizational structure and systems. Only so can Business Transformation effectively support strategic goals. Putting it another way: any transformation that focuses exclusively on the org-chart but ignores the end-to-end process perspective (as seen by the customer) will not go far beyond wishful thinking and will probably simply destroy value. Similarly, transformation focusing exclusively on systems will simply entail a huge implementation that delivers garbage-in-garbage-out results. However, with the end-to-end process perspective, transformation starts off, develops and continues focused on value creation. Can you think of any better way to transform sustainably?

Some examples of things we do in process transformation are:

  • We identify the company process landscape in terms of value creation, with core and supporting processes that render a clear end-to-end picture of your organization (while keeping our hands off of those overly-detailed process and functional maps that have no relevance for transformation)
  • We improve the way key figures are measured by integrating metrics for internal and external customer requirements and focusing on measuring process inputs instead of exclusively considering output
  • We select the improvement areas with the highest impact and introduce a coherent priorization of processes towards continuous improvement
  • Going beyond mere process improvement, we tune-up the organizational structure and systems along the value stream, in order to effectively support strategic goals
  • We leverage on intuitive tools that consider processes, organizational structures and systems while engaging employees (for example, with “performance dialogues”)