Transitioning your company, especially with all the challenges of the fourth industrial revolution, is not an easy task. You as a top manager have the tough job to introduce clever initiatives, scale those up and keep them straightforward. The core asset of your company, your people, will experience a huge change and you are responsible for guiding them. The inherent complexity generates a lot of risks, often leading to extra costs in an already expensive project.
A well-considered method for the top management
The Mobina team has combined over 100 years of experience in complex projects within the manufacturing industry. Based on all this experience we developed the Mobina method for successful transitions. This transition method is the way for top management to approach and execute the transition, where you are in control and where your people are happy and mobilized.
The top manager’s vision driving the transition
Read here the core pillars of our transition method. This method provides you guidance to transition your entire organization and to stay on track capitalizing your vision. You are in the driver seat. And, of course, we are there to help. So please contact us if you want to know more about this method, or if you want to know how to optimally implement this transition method with the software toolset we have developed!
A successful transition means an active role for you as a top manager. As a top manager you need to structure, steer and monitor the project proactively. A highly impacting transition is much more than allocating project funds and a (project) team. A transition means change in your processes, IT, organization and minds of your people.
Top management must outline the stages of transition for the people. This roadmap shouldn’t be rigid but serve as a navigation direction. Next, you need to assign responsibilities explicitly. Operations managers must have an active role to ensure a successful transition. They explain, motivate and prepare people for the change at the work floor. But top management should monitor and keep a clear overview of the transition progress. They should encourage timely and “straight-to-the-point” reporting from operations by the operation managers.
Say “documentation” and the response is: documentation is boring, and it is something what is done after the project is finished. The word ‘documentation’ calls for the wrong feeling. Even though it is not sexy, documentation is the key to success. It is the captured knowledge and experience of your company and is a base for future decisions.
Transition documentation happens on different levels. As top management, you should always know where we are now, and where we are going. That asks for integral documentation – capturing your business in terms of processes, organization, people and IT. Transition starts with defining the current state and future state, and it is often a one-time activity. However, these blueprints are floating. What was “to-be” yesterday is “as-is” today. Keeping track of the transition progress means continuously updating and refining where we are now, and where we are going.
At the lower level, documentation is not only about the result, it is also about how you get there. This is all about ensuring the traceability– linking very local requirements and decisions to bigger objectives and always knowing who said what, when and why. To be successful at the end, you must always be able to trace back the motivation behind your choices. It is also about capturing the details. At the end these details can be the success or killing factor.
Transitioning your organization does not happen in a project team or board room. Transitioning means changing all corners and shades of the organization. And the only way to do this is to break through silos and to have active discussions with the relevant people involved. We talk about capturing ideas, gathering insights and checking opportunities. Make sure this is done both horizontally and vertically throughout the organization. Involve all levels, from board room to work floor, and all departments, from sales over production to supporting staff. So, no endless hard-to-schedule meetings or workshops with a selected group of people, but a concept where everybody can contribute, while the top management has the right information to stay in control continuously.
Every company is unique. But it does not mean you can’t learn from others. Do not reinvent the wheel. Make use of experiences of other companies and all the best practices out there. There is a tremendous amount of sources where you can get information, tailormade or standard.
But be aware, your company has a DNA. It has characteristics which already predetermine the choice of several product and production concepts, and software systems. For every DNA type there is a (perfect) match. Define the DNA of your company and always keep in mind your core characteristics when making important decisions.
Mobina developed a software toolset to optimally implement this method. Please go here if you want to read more about the toolset. You can always contact us for more information about the transition method or the software toolset, or if you would like to have an non-binding discussion about how this could benefit your company!
Please check out today’s projects if you want to see the projects that can optimally benefit from the transition method.
Contact us today. We look forward to getting to know you and your company.