WEBVTT

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During transformation, prioritisation

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is the power that you need
really to say no.

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It’s knowing as a company
what you need to do now,

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what can be left until later,

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or actually what doesn’t
need to be done at all.

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In its simplest form, it’s about just
saying yes or no to stuff.

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To me prioritisation is really important

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because really it’s the unsung hero
of a transformation.

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There’s a lot of focus on the triage
and the identification of opportunities,

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there’s also a lot of focus of course
in terms of implementation.

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Prioritisation is this small
but crucial step,

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right in the middle that is
absolutely vital,

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because without doing it,

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then you start getting confusion.

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It also helps create crystal-clear focus

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on what the objective
of the transformation is.

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You know, you think it’s to do with
how do I manage resources,

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it’s actually about sending
a message to the organisation

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that says these three, four, five things
are the most important to us right now.

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Some of the key things that go wrong,

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there are many individual factors,

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but one of them I would class
as the “I want it all” syndrome.

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It’s like being a child in a sweets shop,

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seeing this vast array of brilliant
initiatives and ideas that people have,

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all of which give me for instance
great EBITDA improvements

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or all of these things that I want.

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So it’s very easy, particularly for a CEO
or a head of transformation

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to say yes I want some of all of this.

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And here it’s very difficult to say no.

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I tend to think, in a transformation,

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teams spend 80% of their efforts
on the diagnostics,

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the identification of projects
and improvement ideas,

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and 20% of their time,
and bandwidth and mental space

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on implementation.

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I really personally believe that’s
the wrong way around.

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You should spend 20% of your time
on the diagnostics,

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and know whether the things
that you identify,

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are they big, do they move the needle,
and do they take us in the right direction?

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Then you’re generally happy with the
scale of improvement they bring.

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Once you’ve done that, you should
move with planning and prioritisation of course,

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onto implementation.

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And then spend most of your time
on actually getting things done.