10 remedies for a slowing transformation

1. Measures

When you define a measure, the following questions should be answered:
● What is the goal?
● Why is the goal pursued?
● What measures are to be taken?
● What exactly is to happen?
● Who is responsible for it?
● Who else is involved in the measure?
● What effects are expected?
● When will the effects happen?
A structure and timetables, even if they are rough at first, create clarity and focus.

2. Project structure

The structure of a project should be as simple as possible or only as complex as absolutely necessary. On the one hand, it is more difficult to identify time delays in complex project structures. On the other hand, the quantitative measurement of success is made more difficult because it is difficult to aggregate effects across complex project structures. A structure of 4 levels has proven to be ideal during our project work over the years.

3. Packages of measures

Projects are usually set up according to the "divide and conquer" method. The idea is quite simple: divide a complex project into manageable sub-projects and implement them step by step. There are a few principles that have proven themselves in everyday project work. The packages of measures and the project structure are of central importance.

4. Effects

Underpinning goals with figures is not easy. But this step pays off many times over the course of the project. Effect targets are motivating, make it easy to measure success and are understood by those who support your project - managers and executives.
First, define the target items or KPIs you want to influence with your measure (for example turnover, costs, lead times, stock levels, etc.). These can be € values, but also other quantitative values. Often it helps to add supplementary KPIs that later give you certainty that your measure is going in the right direction.

5. Project kick-off

The project kick-off is about the successful start of the new project. To ensure a smooth start to the implementation, we recommend a kick-off with all stakeholders of the project. Project participants who are aware of the goals and importance of the project are much more motivated and focused than those who lack awareness of the context and relevance. Create a framework in which you can conduct the kick-off event in a structured way. Start the event with a brief look at the agenda so that everyone is clear about what to expect.

6. Bottom up

Management-ordered projects that are carried out without the conviction of the executives are no fun for anyone. Instead of pure top-down command, we recommend a well-moderated bottom-up process that brings the ideas and know-how of your employees in line with the ideas of the management level. This way you meet halfway, so to speak! In the bottom-up process, changes, even if they may have originally been initiated by management, start from lower hierarchical levels and are carried upwards through the company from there. This process needs to be controlled and moderated. The efficient documentation and development of ideas for measures is also important.

7. Project Debriefing

The debriefing is a review of the completed project. The aim is to clarify as soberly as possible what happened, why it happened the way it did and what one would do differently next time. The view of the "complete picture" is clear and the awareness of the complexity of the project or the organisation is promoted. Incidentally, debriefing has its origins in the air force: In the air, any mistake can have fatal consequences and should never be repeated. Orderly and detailed communication is often only possible after landing.

8. Reporting

The creation of a report in strategic projects or transformation projects often means an effort of many hours or even days. This not only wastes valuable time on project work: The long preparation time also means that you can hardly make qualified decisions in spontaneous situations away from the reporting cycle. The main reasons for the great effort are decentrally collected effect data in numerous locally stored spreadsheets, inconsistent effect and measure structures within a project and a lack of standardisation in reporting. Did you know that Falcon enables you to report in seconds with one click?

9. Project-cycle

The project cycle helps you establish a successful routine for project work. To consistently address your goals and keep the project present, we recommend a monthly cycle as a structure for your projects. Three weeks are devoted to recording the progress of the project and every fourth week is reserved for control and reporting. This way, a project can be optimally monitored and problems can be reacted to in time. Based on reporting and status meetings, the next steps are decided, target values are adjusted and, if necessary, measures are supplemented or terminated. In many cases, this takes place in a separate body such as a steering committee or the management team.

10. Toolbox

It's best to keep your toolbox up to date! Finding the right project structure, defining measures together with the team, ensuring the communication of goals, keeping an eye on the project status and regularly producing reports and making decisions - project work in strategic projects is exhausting. Often, the answer to this challenge is an ever-rising sea of Excel spreadsheets, emails, phone calls, minutes, presentations and meetings. At some point, all project participants are up to their eyeballs in water. A good project management solution for transformation projects must be simple and save time.

Of course, you can't eliminate all the reasons that inhibit a project. But we are convinced: with the right plan and a suitable system, you will be able to significantly increase the efficiency in your project.
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