In today’s conventional view of Change Management, one would think that all organizations need to do is to focus on the future desired state. However, nothing could be further from the truth. Organizations and individuals are still held accountable to achieve today’s desired results, so it is difficult to realize change without taking into account the real-world situation of running today’s business in preparation for the future.
Endeavor’s Run the Business, Change the Business model appreciates these inherent conflicts. By using this approach, organizations are able to achieve both at once. Our clients have appreciated our ability to address the need to change an organization while it is operating (and meeting quarterly targets).
The RTB/CTB Model envisions the desired future state, then assigns responsibilities to leadership through councils and project teams to change the business. Middle management – whether business management or functional teams – then continues to run the business – two management methods that require different approaches which eventually converge.
Critical success factors are used to improve focus and alignment around annual CTB targets which may include costs, revenue, and continuous improvement. All targets, whether addressing the RTB or CTB imperatives, are aligned with these categories.
Since most organizations are proficient in running the business, our process management focuses on defining and overseeing efforts toward changing the business. This effort begins with mapping key processes and migrating such to the desired state. These process maps highlight how business is done today and identify opportunities for change. Process maps may include business development, customer acquisition, relationship management, supporting processing, production, and order management.
We further support the RTB/CTB efforts through the use of monitoring systems to report performance against targets for annual plans, status reports, annual results – all of which examine RTB and CTB side by side.