McKinsey Studie: Erfolgsfaktoren der Digitalen Transformation

Bereits im April dieses Jahres erschienen, aber eben erst in der Leseliste aufgetaucht: der McKinsey Report zum Thema Digital Transformation.

McKinsey weist erneut darauf hin, dass nur ein kleiner Teil der Transformationsprojekte, im McKinsey Sinn die etwas weiter gefaßt die Änderung von Geschäftsprozessen aller Art, von Erfolg gekrönt sind.

Today, just 26 percent of respondents say the transformations they’re most familiar with have been very or completely successful at both improving performance and equipping the organization to sustain improvements over time.

Das sind zwar immerhin mehr als die 20% erfolgreichen Transformationsprojekte aus der 2012er Studie, aber immer noch zu wenig. Daher versucht die Studie den Faktoren auf den Grund zu gehen, die ein erfolgreiche Change Projekt ausmachen. Dabei wird klar, dass es nicht einige wenige Faktoren gibt, sondern die richtige Kombination von Maßnahmen mit dem erwünschten Grad der Zielerreichung korreliert. Zentraler Erfolgsfaktor ist – wen wundert es – Kommunikation. Je mehr, desto besser.

Um die Mitarbeiter an Bord zu holen, als Unterstützer zu gewinnen und zu Multiplikatoren zu machen , ist ein intensives Kommunikationsprogramm unerläßlich. Mitarbeiter müssen spüren, dass ihr Vorgesetzter hinten den Maßnahmen steht. Und je mehr das mittlere und Top Management kommuniziert, desto besser. Wenn CEOs gefragt werden, was sie besser hätten machen können im Change Prozess, lautet die Antwort immer wieder: sie hätten mehr kommunizieren sollen.

Erfolgreiche Transformationsprojekte haben vor allem die folgenden Gemeinsamkeiten:

  • Focus on people, not the project: Transformations are about the people in the organization as much as they’re about the initiatives.

  • Communicate continually: When embarking on a transformation, executives should not underestimate the power of communication and role modeling.

  • Take more action: Transformation is hard work, and the changes made during the transformation process must be sustained for the organization to keep improving. There is no silver bullet—and while some factors have more impact than others on a transformation’s outcome, the real magic happens when these actions are pursued together.

In der Studie wird auch nach Praxistipps für die Umsetzung gefragt. Im folgenden in der Reihenfolge der Wirksamkeit eine Liste von 24 Einflußfaktoren, die den Transformationsprozess aus Sicht des Management unterstützt:

  • Senior managers communicated openly across the organization about the transformation’s progress and success
  • Everyone can see how his or her work relates to organization’s vision
  • Leaders role-modeled the behavior changes they were asking employees to make
  • All personnel adapt their day-to-day capacity to changes in customer demand
  • Senior managers communicated openly across the organization about the transformation’s implications for individuals’ day-to-day work
  • Everyone is actively engaged in identifying errors before they reach customers
  • Best practices are systematically identified, shared, and improved upon
  • The organization develops its people so that they can surpass expectations for performance
  • Managers know that their primary role is to lead and develop their teams
  • Performance evaluations held initiative leaders accountable for their transformation contributions
  • Leaders used a consistent change story to align organization around the transformation’s goals
  • Roles and responsibilities in the transformation were clearly defined
  • All personnel are fully engaged in meeting their individual goals and targets
  • Sufficient personnel were allocated to support initiative implementation
  • Expectations for new behaviors were incorporated directly into annual performance reviews
  • At every level of the organization, key roles for the transformation were held by employees who actively supported it
  • Transformation goals were adapted for relevant employees at all levels of the organization
  • Initiatives were led by line managers as part of their day-to-day responsibilities
  • The organization assigned high-potential individuals to lead the transformation (e.g., giving them direct responsibility for initiatives)
  • A capability-building program was designed to enable employees to meet transformation goals
  • Teams start each day with a formal discussion about the previous day’s results and current day’s work
  • A diagnostic tool helped quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability
  • Leaders of initiatives received change-leadership training during the transformation
  • A dedicated organizing team (e.g., a project management or transformation office) centrally coordinated the transformation

-> McKinsey Studie