Business Transformation is the process of transforming the business process of an organisation to cope with the changing needs of markets.

1. BUSINESS TRANSFORMATION BY
CALVELLA

3. Business Transformation is the process of transforming the business
process of an organisation to cope with the changing needs of markets.
Business Transformation

4. Organisations undergo business transformations in order to cope with the
changing needs of their product markets. The business transformation
ultimately helps an organisation in improving its bottom line by either
increasing revenues or reducing operating expenditures or both.

5. What is Business Transformation
all about?

6. Transformation a process that enables your business across all the Key
Performance Indicator so that you can maintain your customers and
outperform your competitors on an ongoing basis.

7. Transformation relies on the implementation of effective market and
stay-in-business strategies that attract more profitable customers in
selected markets and lower operating costs.

8. When a business transformation
is used?

9. The need for business transformation may be caused by external changes in
the market such as an organisation's products or services being out of date,
funding or income streams being changed, new regulations coming into force
or market competition becoming more intense.

10. This management approach also incorporates Business Process
Reengineering and is widely used:
• to increase revenue or market share
• to improve customer satisfaction
• to cut costs

11. Principles of Business
Transformations

12. How Do Energise An
Organisation?

13. Start with a clear, candid assessment of business conditions and the
challenges facing the company. Take a market-back and customer-focused
perspective to define your strategy, and the end-state of the transformation.
Describe the company's differentiating capabilities required to execute on
this strategy, and underscore the importance of channelling resources to
these critical sources of competitive advantage. Conclude with an inspiring
vision of the company's potential if it becomes fit for growth.
Make The Case For Change

14. Cost transformations don't succeed unless senior management is aligned
and committed to the goals. Yet the more revolutionary the change, the
more likely it is that those with power and status in the old regime will
resist it. So move quickly to align these key influencers behind your
transformation. Give every executive a stake in overall transformation
objectives, not just activities affecting his or her area. Finally, remember to
link incentives — financial and otherwise — to key transformation
milestones.
Align The Top

15. Along with an unflinching view of threats to the company, offer a positive,
strategic vision highlighting the upside of cost transformation. Declaring a
"new day" also conveys the message that old arguments against change
no longer hold water and that you’re not interested in blaming past
administrations or criticising past decisions. Instead, paint an inspiring
picture of a leaner company poised for faster growth.
Declare A "New Day" And Grant
Amnesty For The Past

16. Nothing succeeds like early success. Look for areas where you can rack up
meaningful savings rapidly without significant implementation costs.
Highlighting quick wins builds confidence and momentum while showing
you're serious about driving out costs that don't support differentiating
capabilities.
Showcase Quick Wins

17. How Can We Achieve Cost Fitness
While Also Enabling Growth?

18. A credible, effective cost transformation scrutinises every expenditure.
Putting everything on the table signals the urgency of strategically
aligning costs while dissuading individual managers from lobbying for
special exemptions. It also sends a message that "we're all in this
together."
Put Everything On The Table

19. Big cost improvements arise from a deep analysis that questions not only
"how" or "how well" a company performs various activities, but what it does
in the first place. Assess your business portfolio, product line-up, customer
base, operations and administrative footprint from a strategic perspective.
Seek excellence only where it bolsters a capability that sets your company
apart in the market segments which you choose to serve.
Challenge The "What", The "How"
And The "How Well"

20. Early in a transformation, many companies prioritise cost-cutting over
capability-building. However, this approach undermines transformation goals
by demoralising employees and limiting growth. Successful transformations
build capabilities as they cut costs, using the savings to fuel a step-change
improvement in returns.
Balance Cost Cuts With Investments
In Capabilities

21. How can we manage the
transformation and make it
sustainable?

22. You need to keep doing business while you change your business. Don't ask
managers and line workers to do both. Establish a programme management
office with responsibility for achieving transformation goals, led by a
respected senior executive, focused 100% on the change.
Set Up A Parallel Organisation To
Run The Transformation

23. Timely, frequent and consistent communication is a hallmark of
successful transformations. Skilful messaging that conveys a strong
strategic vision helps to win support from key constituencies inside and
outside the company.
Communicate before, during and
after the transformation

24. Completing a list of cost adjustments and strategic course corrections
doesn't mean a transformation has succeeded. Far more important;
change in behaviours, attitudes and work habits throughout the
organisation. If those don't stick, neither will the transformation.
Keep the weight off

25. Types Of Business
Transformation

27. A digital transformation applies new technology to improve all aspects of the
customer experience. This includes developing or adopting the right
technologies to modernize products and the underlying processes and
services that support them.

28. This goes beyond building up digital capabilities. It requires a deep
understanding of what modern customers want and rethinking their entire
business models with a strategic digital mind-set.

29. A digital transformation includes the following initiatives:
• Incorporating technology into new and existing products. The digital-first
customer expects smart, connected products that are continuously being
improved with new functionality.
Focus

30. • Providing integrated and frictionless customer experiences, regardless of
the channel. This includes utilizing self-service digital mediums, such as
websites, email, social media, and mobile — while also supporting offline
resources, such as call centres and physical locations.

31. • Replacing legacy systems and infrastructure with modern technology
stacks to change the way products and services are consumed, such as
moving from on-premises to cloud-based models.

32. Technology is driving deep changes in the way organizations operate and
the ways customers consume services. Notably, analogue companies are
having to develop new skill sets to understand the potential for
technology-aided innovation. They have to change how they operate and
the types of people they hire to make technology a core competency.
Impact

33. Investing in the right technologies can help companies deliver meaningful
customer outcomes. Benefits include:
• Innovative new products and services that create growth opportunities in
new and existing markets.
• Exceptional customer experiences that are personalized, responsive, and
hassle-free from end to end.
Benefit

34. • Efficiency gains through automated workflow processes and streamlined
business operations.
This allows companies to acquire, retain, and assist customers more
effectively while simultaneously reducing spend.

35. Solution Transformation

36. A solution transformation focuses on solving a customer’s challenges in a
holistic way. This means rethinking how products are built, bundled, and
sold to provide a Complete Product Experience.

37. A solution transformation realigns all parts of the organization around what
customers really want. This particularly impacts well-established companies
that have built and acquired many products over the years but still go to
market with an isolated set of point solutions.

38. A solution transformation includes the following initiatives:
• Understanding the problems that customers are trying to solve and
shifting the mind-set of the organization to think about the value or
outcome that a collection of products and services provide.
• Recognizing that customers do not use products in isolation but as part of
a broader ecosystem that needs to be seamlessly integrated across the
entire category of solutions.
• Transforming a product as a service to provide all necessary support and
maintenance as an integrated offering that delivers value as the product
is in use.
Focus

39. To address customer challenges and needs in a complete way requires
redefining how products are built and sold. Companies must shift away
from individual products and focus on delivering better end-to-end
customer experience.
Impact

40. Shifting to a customer-centric and solution-oriented mind-set makes it easier
to do business with a company. Benefits include:
• Deep and lasting relationships with customers that are founded on
understanding their needs and solving their problems.
• Differentiated offerings that highlight the value of using a combination of
products to provide a holistic solution.
• Cross-sell opportunities as existing customers leverage additional
products and services that meet their greater needs.
Benefit

41. This approach enables companies to increase revenue by serving the needs of
customers in a more complete and lasting way. Companies that deliver
complete solutions become fundamental to the customers they serve and are
difficult to replace.

43. A data transformation changes the way organizations make decisions by
putting information at the core of the innovation and product development
process. It allows companies to gain deep intelligence into all aspects of the
customer experience and informs areas for improvement.

44. In addition to developing new data management capabilities, organizations
must create a data culture that relies on business intelligence rather than
opinion to continuously test, experiment, and learn what customers want.
Then product builders can validate that customers are actually using the
product functionality that has been delivered.

45. A data transformation includes the following initiatives:
• Increasing the use of data and analytics to better understand customer
segments and what each is asking for.
• Analysing product data to understand customer activity, identify
patterns, and gain deep insights into customer desires, problems, and
needs.
• Combining information from all customer interactions to understand
the complete experience and identify opportunities for improvement.
Focus

46. As data becomes increasingly vital to business success, companies must
create a strategy for organizing, governing, and analyzing their information
assets. This requires creating a data architecture that combines data sets
from key systems — including product, marketing, sales, and customer
service — to support all aspects of decision making. For most established
companies, this is a major challenge because data has historically been an
afterthought. And for companies that have been collecting data, they often
gather it in an isolated way.
Impact

47. Data is increasingly recognized as a strategic business asset that can deliver a
significant competitive advantage. Benefits include:
• Faster and more informed decision making that allows leaders to quickly
analyse combined data sources with the full context.
• Improved product and service development by leveraging deep customer
insights that inform user priorities.
Benefit

48. • Strategic focus on achieving specific customer outcomes, such as
increased conversion rates or reduced churn, and using data to
experiment, measure, and refine new approaches.
• Additional revenue streams because aggregated data and analysis is
valuable to customers and third parties as well.
The right data strategy keeps the entire organization focused on delivering
better customer outcomes.

49. How Calvella Can Help In Business Transformation?
We have premium Business Transformation Executives from our
nurtured knowledge community. They give their best when clients need
quick solutions, transformation or out-performing results, anywhere in
the world.
Our management vogue is incredibly simple, we have a tendency to roll
up our sleeves and find “stuck within the business”, to confirm that no
detail is left unaccounted; while operating with the workforces to make
a much better and sustainable business.

51. Call us: +44 (0) 77991 33349
Mail us: toby.tarczy@calvella.com
Website: https://calvella.com/