Change management 101 is inform, educate, listen, and involve. In your outline provided I don't see involve nor listen. It sounds like you are trying to convince him to trust that you are competent when he has already hired you.
I think you need to reevaluate your strategy.
Interesting, I come from a consultative sales background but for technical problems, I’ve recently gotten into more organizational issues and I’m having to learn a lot of this on the fly.
I appreciate you sharing this. I’ll do some research. If you have any other frameworks please feel free to share.
If this is truly a start up and not just a SMB (which I suspect it is) then they shouldn’t be spending money on a digital transformation. They should be spending money on whatever helps them acquire customers, retain them, and then ultimately increase LTV.
A “digital transformation” for a true series B start up just sounds like a good way to burn runway and irritate investors by showing no growth for it.
You’re the first person to agree with me on the SMB piece. I’ve worked for a few SMBs and it feels like an SMB, but I can’t pinpoint why/how.
I think part of it is the CEO control over everything and involvement in the day to day, then another part of it is the lack of sophistication in the infrastructure.
The founders have also come from SMB backgrounds which impacts the culture I suppose.
Really the two biggest indicators are the amount of time the company has been around and the growth pattern. Also you mentioned it was a unicorn, does the company actually have a billion dollar valuation in hand?
This is a very interesting case and I can't say I've heard of many like it.
Change management 101 is inform, educate, listen, and involve. In your outline provided I don't see involve nor listen. It sounds like you are trying to convince him to trust that you are competent when he has already hired you. I think you need to reevaluate your strategy.
Interesting, I come from a consultative sales background but for technical problems, I’ve recently gotten into more organizational issues and I’m having to learn a lot of this on the fly. I appreciate you sharing this. I’ll do some research. If you have any other frameworks please feel free to share.
Look into PROSCI for change management, the PCT model and the ADKAR scale. https://www.prosci.com/methodology/adkar
Thoughts of ProSci vs. CCMP?
I don’t have any. We just use PROSCI.
If this is truly a start up and not just a SMB (which I suspect it is) then they shouldn’t be spending money on a digital transformation. They should be spending money on whatever helps them acquire customers, retain them, and then ultimately increase LTV. A “digital transformation” for a true series B start up just sounds like a good way to burn runway and irritate investors by showing no growth for it.
You’re the first person to agree with me on the SMB piece. I’ve worked for a few SMBs and it feels like an SMB, but I can’t pinpoint why/how. I think part of it is the CEO control over everything and involvement in the day to day, then another part of it is the lack of sophistication in the infrastructure. The founders have also come from SMB backgrounds which impacts the culture I suppose.
Really the two biggest indicators are the amount of time the company has been around and the growth pattern. Also you mentioned it was a unicorn, does the company actually have a billion dollar valuation in hand? This is a very interesting case and I can't say I've heard of many like it.