Transformation is achieved through the interplay of five factors; otherwise known as the A5 TAP Transformation Model™ represented by Figure A:
ARENA: how well the organisation understands its strategic environment
ASPIRATIONS: the organisation’s desired future state (vision, goals).
ACTUAL STATE: how well the organisation understands its current state
ASSUMPTIONS: the organisation’s underlying opinions, beliefs and convictions.
ALIGNMENT: the degree to which the organisation’s current state matches its desired future state.
The TAP Transformation Cycle™ represents the most effective process to address the '5As' in the TAP Transformation Model™. There are three critical steps in the cycle, represented by Figure B:
DEFINE: engagement of key stakeholders, clear definition of need, change readiness, aspirations, actual state, underlying assumptions & road map to transformation
ALIGN: systematic & integrated alignment of all 11 alignment factors (S10 x LI), implementation of strategic initiatives & governance processes
REFINE: at agreed point in cycle, review strategic context, course correct, embed change, share learnings, celebrate success & externalise story in marketplace to attract best clients, partners & staff
The 5th A, “Alignment”, is achieved through the interplay of 11 factors represented by the formula S10 x LI. The first 5 S’s are the so called “hard” alignment factors: Strategy, Scorecard, Structures, Systems and Skills. The remaining 5 S’s represent the so called “soft” factors of Standards, Strengths, Story, Symbols and Sustainability.
We often use the analogy of “bricks and mortar” to describe the essential relationships between the hard and soft alignment factors in a transformation effort. For example, there is nothing more common than a great strategy which sits on the shelf gathering dust because it is never understood or embraced by the organisation.
The L in our alignment equation represents Leadership Impact. In our experience of transformation, the L is as important as the other 10 factors combined in either enabling or disabling alignment to the aspirations. Below is a simple definition of each of the 11 Alignment Factors.
STRATEGY: The focus and tactics required to achieve the aspirations
SCORECARD: The measurement of performance and progress toward the aspirations
STRUCTURE: The formal and informal organisation of human resources to enable the aspirations
SYSTEMS: The systems that enable our aspirations (specifically human resource, management information and critical business systems)
SKILLS: The capabilities required to achieve the aspirations
STANDARDS: The agreed values and behaviours that enable the aspirations
STRENGTHS: The collective assets and experience that can be leveraged toward the aspirations
STORY: The communication of the journey toward the aspirations
SYMBOLS: The symbolic leadership actions, behaviours and rituals that reinforce the aspirations
SUSTAINABILITY: The commitment, momentum and capability required to sustain continuity toward the aspirations
LEADERSHIP IMPACT: The manner in which leaders motivate and encourage employees to fulfil the aspirations
WHY CHANGE EFFORTS FAILDOWNLOAD THE WHITE PAPER (PDF)
ORGANISATIONAL TRANSFORMATION: CREATING ALIGNMENT FROM THE OUTSIDE INDOWNLOAD THE WHITE PAPER (PDF)
LEADERSHIP TRANSFORMATION: CREATING ALIGNMENT FROM THE INSIDE OUTDOWNLOAD THE WHITE PAPER (PDF)