Last week, NPR ran a piece on the challenges that JC Penney is facing while they shift the way they do business under (relatively) new CEO, Ron Johnson. While listening, it brought to mind some of the factors we often deal with when working with clients, management, and teams to institute new programs, processes and functions. Regardless of vision or how great we believe that change will be in the name of growth or optimization, those growing pains cannot be overlooked in either the planning or the execution.
Regardless of how strong your vision is, the ability to convey that vision to all participants is paramount. In some cases, it even requires that solutions for bypassing participant buy-in should they can not see what the company is trying to do. But, you’ve got to make sure the vision is realistic – and without taking a moment to consider any move from most sides is a recipe for disaster.
In the case of JC Penney, we don’t know how things will play out in the end. But, the NPR report highlights how the regular JC Penney customers were less than thrilled. The environment that was created for those consumers was one that they connected with emotionally – to the point you would think they’ve lost a loved one when talking about how it used to be. Though sales were down 30% in Q4 ’12 from ’11, could that be tied to disgruntled regulars? Or, is it tied to the pains of shifting from one client type to another? By reading the comments below the NPR report, you can see there are enough counter examples pointing to the change being positive for JC Penney.
Recent work with one of my clients has brought the same challenge to light. How do you bring vision, instill new processes and get buy-in from the people who are key to turning those changes into company success. Interestingly, the most important people to get buy-in from are not the C-Levels (though they do give the approval on the spend) – it is the people who will be carrying out these new processes. A broken record comes to mind when thinking about how much communication is required to convey what you are intending to do.
Sometimes the illustration of the new versus the old can offend those who are fine with the way that might not be truly effective – so you can’t just rely on illustrating the benefits in light of the situation they are now in. The element of democracy that is prevalent in the workforce these days requires something akin to a PR campaign just to put those new processes in place. Again, you can have the strongest vision and product in place, but if there’s no buy-in, you’ve wasted time and resources. Even with the installation of automated processes, if there’s a human that needs to interact with that process, you need to negotiate and guide them through those growing pains.
Hopefully, JC Penney and Johnson’s team will be given the leeway to work this transition through. Far too many changes are abandoned at the first glimmer of failure. But as with any challenge, there is a sliver of failure, you’ve just got to push through smartly. Because, ultimately, a smart vision and strategic growth always has growing pains as a byproduct. You’ve just got to guide that pain into profit and not breakage.