【麦肯锡】从第一天开始就输了：为什么即使是成功的转型也会失败

People&OrganizationalPerformanceandTransformationPracticesLosingfromdayone:WhyevensuccessfultransformationsfallshortfromdayoneWhyevensuccessfultransformationsfallshortntheentafterimplementation,oncetheinitiativeshavebeenThevalueatstakefromtransformationsfullyexecuted.Tomitigatethisloss,theresultsresultsconfirmthattherearenoshortsuggestthatembeddingtransformationdisciplinestosuccessThemaindifferentiatorbetweenintobusinessasusualstructuresprocessesyactionsittookthroughoutanorganizationalInparticularcompaniesthathaveundergoneansformationsaremorelikelythanyearsofLosingfromdayoneWhyevensuccessfultransformationsfallshort3Transformationsuccessreliesonacomprehensiveapproachandismorelikelytobeachievedwhencompaniestakeagreaternumberofactions.Successrate,bynumberofactionstaken,¹%8060ions40200Thepotentialforvaluelossinatransformationbeginsasearlyasdayone,andthelargestshareofvalueislostduringimplementation.Whenmaximuminancialbeneitwaslost,bytransformationphase,¹%TargetsettingPlanningImplementationAfterimplementation2320lThreepositiveindicatorsofvaluecapturetdeOrganizationswithsuccessfultransformationsaremorelikelythanotherstoembedtransformationdisciplinesinto‘businessasusual’processes.Processesthatchangedsubstantiallyasaresultofthetransformation,¹%ofrespondentsIncreasedlikelihood0255075forsuccessfultransformationsExecutive-levelweeklybrieings2.0xlybusinessreviewsoflybusinessreviewsofBusinessobjective/targetsetting1.5xIndividualperformancedialogues1.5x1.4xUnit-levelperformancereviews1.3xCapitalallocation1.3xIT-resourceallocation1.2xTalentallocation1.2x¹Respondentswhoanswered“don’tknow/notapplicable”arenotshown.²Respondentswhosaidtheirorganizations'transformationshavebeenveryorcompletelysuccessfulatbothimprovingperformanceandsustainingthoseimprovementsovertime.Losingfromdayone:WhyevensuccessfultransformationsfallshortAcceleratethetimelineforcapturingvaluefOnaverage,abouthalfofatransformation’svalueisrealizedwithinthefirst18months.Whentransformation’sinancialand/oroperationalvalueisrealized,bytimeframe,%6811st4PooyaNikooyehandJaredSclove,"Settingaspirationaltargets,"November17,2016,McK.5KevinLaczkowski,TaoTan,andMatthiasWinter,"Thenumbersbehindsuccessfultransformations,"October17,2019,McKinseyQuarterly,McK.LosingfromdayoneWhyevensuccessfultransformationsfallshort5Losingfromdayone:WhyevensuccessfultransformationsfallshortsoOrganizationswithsuccessfultransformationsaremorelikelythanotherstouseface-to-facecommunication,makinggoalstangibleforemployees.Mostcommonlyusedchannelstocommunicatewithemployeesduringthetransformation,¹%ofrespondents050Line-managerbrieingsspeciictransformationtopics¹Outof12channelsthatwereofferedasanswerchoices.²Respondentswhosaidtheirorganizations'transformationshavebeenveryorcompletelysuccessfulatbothimprovingperformanceandsustainingthoseimprovementsovertime.6MikeBarriere,MiriamOwens,andSarahPobereskin,"Linkingtalenttovalue,"April12,2018,McKinseyQuarterly,McK.LauraLondonStephanieMadnerandDominicSkerritt,"Howmanypeopleareneededinatransformation?,"September23,2021,McK.ThepowerofinfluencersformationsarealsoSuccessfultransformationsaremorelikelythanotherstoinvolveinfluencers,particularlyinmoreactive,leader-facingroles.Role(s)thatinluencers¹playedduringthetransformation,%ofrespondentsIncreasedlikelihoodtransformations0255075fortransformationsActasthoughtpartnerstolinemanagersonthechangesbeingmadeinthebusinessesor1.4xactivitiestheyoverseeLeadtransformationinitiatives1.3xProvideseniorleaderswithfeedbackontheSupportotheremployeesindevelopingthecapabilitiesandmindsetchangestheyneedto1.2xsucceedinachangingenvironmentRoleRolemodelthenewmindsetsandbehaviorsthatsupportthe