CEOs are facing an extraordinary test. Enduring competitive advantage is hard to achieve in a time of great uncertainty and volatility : sector-leaders are no longer sure to stay at the top for very long, and new challengers—often state-owned or family-owned companies that are unburdened by legacy business models—are attacking the profit heartlands.
CEOs know, nevertheless, that they have an obligation to make their companies stronger in a sustainable way. If they can’t….they will be seen to have failed. In the end, it is not what you achieve in the short term that matters, it is what you leave behind for the long term..!!
How can CEOs guarantee success ? The answer is clear : they need the “Right People with Right Skills” supported by the “Right Organizational Structure”, “Processes & Tools”. If they have all this, they stand the best chance of outpacing their rivals in a fast-changing world.
Some companies already possess the necessary portfolio of capabilities to win. We call them ” Enabled Enterprises”.
The Fitness Factor : How Companies Can Become “Enabled ” ?
“Only the fittest survive” is a mantra of business. In a fast-changing world, the fitness factor is doubly important. So CEOs need to build or strengthen their capabilities to win, and they must do so in an enduring way.
In our view, the best approach is to follow what we call an “Enablement Program”—a carefully planned portfolio of projects run by a company’s current and future leaders. This provides general managers with an appropriate mix of technical, managerial, and leadership skills as well as a strong business platform to maximize their effectiveness. The program can be designed for a whole enterprise, for a business unit, or even just for a function.
Such a program is challenging to implement. It takes time and dedicated attention over several months, even years. But for the CEO of a company undertaking this task, the prize for all the effort is huge : a permanent uplift in the capabilities of the company—a game-changing transformation.
To be successful, it is necessary to hone the right capabilities while tackling a serious current challenge—for instance, managing through cycles of repeated change, repricing a suite of products OR services, OR applying Lean Techniques to manufacturing operations. Another success factor is to provide ongoing evidence of progress, typically in the form of financial or other tangible benefits. Such evidence helps to justify the sustained investment needed to fund the journey.
How to Conduct an “Enablement Program”: A Step-by-Step Guide :
An enablement program has THREE Steps :
- The First focuses on the capabilities required to win.
- The Second and Third focus on implementing the Twin – Pillars of an Enabled Enterprise : Management and the Business Platform
Step ONE : The Capabilities to Win – For an enterprise or business unit, a portfolio of strategic capabilities might include leadership, change management, lean or efficient manufacturing, pricing, procurement, sales force effectiveness, or talent management. For a function, the capabilities will be more specific; within pricing, for instance, they might include price setting, renegotiation, and discounting.
To identify the capabilities, we recommend conducting a capability maturity assessment—a kind of corporate health check designed to determine what the company needs to do in order to build or strengthen the skills and systems required to lift the enterprise, business unit, or specific function to the next level. For instance, are sufficient time and resources dedicated to the right capabilities? Usually such an assessment is comparative, allowing a company to benchmark itself against its competitors.
Step TWO : Better Managers – It is essential for a company’s employees to have the right technical, management, and leadership skills to run the business. Therefore, the company should undertake an employee assessment of different cohorts of people: leaders, high performers, and middle managers, as well as those working in the corporate function, the front office, and the back office. With the information gleaned from this process, the company can begin the all-important task of investing in a coordinated initiative to improve skills—to drive up the quality of the average. At the same time, the company must take the opportunity to remove under-performers and recruit people who are better qualified.
A key feature of this initiative is to customize curricula for specific cohorts and individuals. For instance, a lean curriculum could have 24 modules arranged along five themes: lean principles, business requirements, operational improvement, performance governance, and people management. Different people are then selected to complete varying numbers of modules.
Step THREE : Next-Level Business Platforms – The best people need the best organizational structure, processes, and tools—the components of a business platform—to maximize their impact and effectiveness. Properly developed, a business platform fosters the free flow of information around the company and helps improve the decision-making process.
Upgrading the operational tools that form the backbone of IT—the databases, computer systems, and other technical apparatus—should be a high priority. Next, a company must streamline the business processes—the collection of rules and regulations that ensure, among other things, the smooth supply of raw materials, the delivery of products to warehouses or customers, and the timely payment of bills.
When redesigning the organizational structure, a company must address the clarity and layering of roles, together with the alignment of key employees to the overall corporate strategy, through incentives and appropriate accountability. The company should also tackle the decision-making tools for customer relationship management, human resources management, and enterprise resource planning.
How an “Enablement Program” Works ? : TWO Case Studies –
The only way to fully appreciate the power of an enablement program is to see it in action. Here, we describe two stories of enablement—one about a pest control company, the other about an energy company.
Case 1 : “Pricing” – The top executives at a company we’ll call PestControl were concerned about the company’s struggle to grow its customer base. After conducting a capability assessment, they came to the conclusion that a chaotic, decentralized system of pricing—which permitted account managers to offer their own discounts without reference to companywide guidelines—was to blame: managers were selling their products far too cheaply and doing little to retain key customers. What was to be done ?
The executives decided to launch an Enablement Program to transform the company’s pricing capability—and profitability—and to do so in a way that ensured that the improvements could be maintained over the long term. One of the new processes involved creating a “pricing council,” composed of a cross-functional group of executives tasked with making pricing decisions for strategic accounts. This helped to ensure that valuable customers were retained..
Case 2 : “Change Management” – A few years ago, a company we’ll call EnergyCo discovered a giant oilfield in deep water. But to extract this black gold, the company needed to fund a multibillion-dollar investment. To help pay for it, the company resolved to control its costs across a range of activities by launching a change-management enablement program to improve productivity.
The complexity was staggering: more than 500 cost-cutting initiatives were unveiled, and more than 1,000 people were charged with delivering them. This is why it was necessary to create a dedicated “Program/Project-Management Office (PMO)”, in few corporations this function is reffered as “Office of Strategy Management (OSM)”.
The enablement program, which is still ongoing, focuses on helping those people acquire the right practical skills. Some skills—such as developing a road-map, monitoring key performance indicators, handling automated data and facilitating effective meetings—are intended for individuals. Others are intended to foster collaborative supportive behavior and teamwork, such as proactively reaching out to stakeholders, refusing to “shoot the messenger,” and being open and transparent.
The Critical Role of the CEO as “Chief Enablement Officer” –
A key success factor for any Enablement Program is the active participation of a company’s leadership. To a significant degree, the CEO must also function as a chief enablement officer.
A successful Enablement Program delivers immediate benefits to the bottom-line…But what makes a program truly enabling is the extent to which the capabilities developed to deliver those benefits are woven into the business and cultural fabric of the company. What companies should get from an Enablement Program is not just a new set of skills and tools but also a new way of working.
In other words, the next time the CEO has a problem to fix, the company shouldn’t have to embark on a broad capability-building program. The legacy of an Enablement Program should be a long-lasting approach to solving problems together with a tangible infrastructure for embedding the solutions in the company.
Only the CEO, who has the high authority to take a holistic view, can drive the changes that need to be made across a company. But it is not just the CEO’s power that makes an enablement program a task for the top executive. In the end, it is the obligation of the CEO to create a stronger, fitter, more “Enabled” company…