Читать книгу Transactional to Transformational - Christer Holloman - Страница 21

‘Even when you're in “recovery mode” as business, you still have to think about innovation. The problem is that we react faster to threats than we do to opportunities.’

Juan Gomez Reino, Group Chief Technology Officer

Key to the success that the approach is now delivering is having the general principles of when and why they should partner at the heart of the process. By ensuring that all colleagues have a strong understanding of this rationale, they have been able to focus their efforts on higher potential spaces at an earlier stage of the pipeline. Coupling this clear purpose with pathfinder projects helps to translate the intention into action. More specifically, these projects will typically need to have a lot of executive sponsorship in order to carve out new organisational pathways that, once formed, will allow others to follow under more typical levels of sponsorship.

They divided their pipeline into four key stages based on the underlying activity required to take an opportunity from idea through to execution. This staged profile allowed them to create more targeted actions and to identify the ratio of opportunities moving from one stage to another. However, what they also came to realise is that the overall pipeline was only ever as efficient as the weakest link. They needed to spread and synchronise their improvement efforts across the pipeline. Perhaps most notably, having a robust early pipeline connected to a less mature execution capability can lead to disengagement and frustration. Developing the pipeline stages in‐sync helps to maintain balanced progress.

Organisations often develop dominant approaches to innovation and change delivery. Much like creating any new habit, their shift to partnering has required a shift in mindset, culture and capabilities. As well as being very clear on the strategic rationale for the change, they have also used a rolling agenda of communications to continue to reinforce the objectives and progress. These communications have targeted different audiences: from all colleagues through to more senior decision‐makers. Having the CVP representatives available to support the visibility and mandate of the fintech partnering agenda has also been crucial to driving the required change.