More and more manufacturing companies are trying to lead their employees to drive innovation and change. However, this is easier said than done. The executive leaders find that very little happens if they do not drive the initiatives and changes themselves; they remain on the critical path and their progress remains inadequately low.
A manufacturer of diagnostic imaging equipment for hospitals was transitioning from chemical-film solution, to digital-imaging solutions. Competition remained fierce and the overall margins failed to improve. The management board’s vision was to extend the transformation and ultimately, become a ‘leading healthcare and IT service provider’. Unfortunately, nobody took any action towards this direction. Why could this have been the case?
What Was Missing?
It appeared that this vision of being a ‘leading healthcare IT service provider’ was too vague. Where was the company heading? How would it look in 5 years? Which clients would they be targeting? What were their customers’ needs? What kind of solutions were they offering? How would they fit in, if at all?
The employees did not have a clear understanding of what needed to change over the coming years. They had not figured out how they could contribute towards it, what kind of a role they and their colleagues could play, to what extent their own competencies needed to be developed, and whether there would still be a place for them in the company, in the future. As these points had not been addressed, many uncertainties and even potential threats were present; resulting in passive and apathic behavior.
How to Rally Your Co-Workers for the Future State
Imagine the amount of momentum for ongoing success your team could have, if they all shared the same concrete picture of the company’s future state. Including:
- The key industry trends. Like technology, impact for clients, the changing power of competitors, and potential new entrants.
- Changing needs of clients and other market segments that have not yet been served.
- Shift in key stakeholders, of the client organizations they’ll be working with.
- Change of value proposition and offerings.
- Change of organizational capabilities and people competencies.
- Change of required technology.
Consideration of the above points can clarify a majority of uncertainties, align and trigger more coherent initiatives, and in-turn, increase the engagement of colleagues to become ready for the Future State of the organization.
How to Move Forward
It helps to draw out your picture of the future state on a page, and compare that with the picture of your peers and co-workers. Ask yourselves, are they aligned? Are your peers enthused and engaged by this image? Do they invent coherent ideas and execute them accordingly? Learn from the leading manufacturers who are successful in adapting their businesses. Take heed of how they drive momentum with a compelling direction, and watch your company thrive in the same way. moreMomentum discovered the 4 winning habits of long-lasting achievers in the industry. Download the research report 'Adapt or Die' and learn more.