WEBVTT 00:00:01.000 --> 00:00:02.880 During transformation, prioritisation 00:00:03.000 --> 00:00:06.000 is the power that you need really to say no. 00:00:06.080 --> 00:00:09.200 It’s knowing as a company what you need to do now, 00:00:09.280 --> 00:00:11.200 what can be left until later, 00:00:11.280 --> 00:00:14.280 or actually what doesn’t need to be done at all. 00:00:15.000 --> 00:00:19.000 In its simplest form, it’s about just saying yes or no to stuff. 00:00:19.200 --> 00:00:21.000 To me prioritisation is really important 00:00:21.080 --> 00:00:26.000 because really it’s the unsung hero of a transformation. 00:00:26.080 --> 00:00:30.000 There’s a lot of focus on the triage and the identification of opportunities, 00:00:30.080 --> 00:00:33.280 there’s also a lot of focus of course in terms of implementation. 00:00:33.400 --> 00:00:37.000 Prioritisation is this small but crucial step, 00:00:37.080 --> 00:00:40.200 right in the middle that is absolutely vital, 00:00:40.280 --> 00:00:42.200 because without doing it, 00:00:42.280 --> 00:00:44.880 then you start getting confusion. 00:00:45.000 --> 00:00:47.200 It also helps create crystal-clear focus 00:00:47.280 --> 00:00:50.000 on what the objective of the transformation is. 00:00:50.080 --> 00:00:54.000 You know, you think it’s to do with how do I manage resources, 00:00:54.080 --> 00:00:57.000 it’s actually about sending a message to the organisation 00:00:57.080 --> 00:01:02.280 that says these three, four, five things are the most important to us right now. 00:01:03.000 --> 00:01:05.000 Some of the key things that go wrong, 00:01:05.080 --> 00:01:07.000 there are many individual factors, 00:01:07.080 --> 00:01:11.000 but one of them I would class as the “I want it all” syndrome. 00:01:11.280 --> 00:01:13.000 It’s like being a child in a sweets shop, 00:01:13.080 --> 00:01:17.000 seeing this vast array of brilliant initiatives and ideas that people have, 00:01:17.080 --> 00:01:21.000 all of which give me for instance great EBITDA improvements 00:01:21.080 --> 00:01:23.200 or all of these things that I want. 00:01:23.400 --> 00:01:27.000 So it’s very easy, particularly for a CEO or a head of transformation 00:01:27.080 --> 00:01:30.000 to say yes I want some of all of this. 00:01:30.080 --> 00:01:32.200 And here it’s very difficult to say no. 00:01:32.600 --> 00:01:35.000 I tend to think, in a transformation, 00:01:35.080 --> 00:01:40.000 teams spend 80% of their efforts on the diagnostics, 00:01:40.080 --> 00:01:44.000 the identification of projects and improvement ideas, 00:01:44.080 --> 00:01:49.000 and 20% of their time, and bandwidth and mental space 00:01:49.080 --> 00:01:51.000 on implementation. 00:01:51.080 --> 00:01:55.000 I really personally believe that’s the wrong way around. 00:01:56.080 --> 00:01:59.000 You should spend 20% of your time on the diagnostics, 00:01:59.080 --> 00:02:02.000 and know whether the things that you identify, 00:02:02.080 --> 00:02:07.000 are they big, do they move the needle, and do they take us in the right direction? 00:02:07.080 --> 00:02:11.000 Then you’re generally happy with the scale of improvement they bring. 00:02:11.080 --> 00:02:15.200 Once you’ve done that, you should move with planning and prioritisation of course, 00:02:15.280 --> 00:02:17.200 onto implementation. 00:02:17.240 --> 00:02:21.200 And then spend most of your time on actually getting things done.