Go-to market capability drives results: Dr. Alok Bharadwaj, MD, CreoVate Transformation

Dr. Bharadwaj speaks to exchange4media on the leadership turf of building strategies and scaling up operations with powerful go-to market architectures and embedded hi-impact execution capabilities

e4m by Misbaah Mansuri
Updated: Aug 4, 2017 1:10 PM

Having spent 16 years in Canon, most recently as the Senior Vice President, Asia Regional Strategy Centre, Singapore, Dr. Alok Bharadwaj has transitioned from a leading international corporate top management professional to a business consultant, transformation expert and learning facilitator. 


Bharadwaj, presently the Managing Director of CreoVate Transformation, spoke to exchange4media on the leadership turf of building strategies, scaling up operations with powerful go-to market architectures and embedded hi-impact execution capabilities. 


How do you help organizations understand their transformational agenda?


More often than not, external winds are the triggers for any change management and business transformation. All organisations face different winds of change. Hence, in my discussions with leaders, purpose of change and its power of impact must get articulated first, clearly, convincingly and with commitment. There are always many things that need change. 


However, for any organisation to build momentum, I always recommend less than three in a year with heavy focus on the outcomes. I always consider ‘customer’ piece to be the first mile that needs leaders’ first examination. Not just because customers are important for all business entities but also because this element is dynamic, has the highest change quotient and is the centre of gravity for all transformations in any business, whether it’s for building loyalty, retention, designing customer experience across multiple touch points or even creating multiple revenue streams. 


'Go-To-Market' architecture is usually my second agenda item. I always recommend focusing more on elements that drive visible results. My own thrust is on 'building capabilities' more than mere setting strategic directions. We don't want efforts to fade away and I believe that enduring CMBT initiatives must be targeted at differentiated capabilities and organisational behaviour. 


Where are businesses in India going wrong when it comes to embracing transformation?


A large chunk of organizations are driven by the present moment and are inclined towards what’s happening today and how to succeed today. Transformation requires your eyes to be taken out of the road and it is about looking beyond the bend. When I began travelling to a few developed and underdeveloped countries, I realized that they all have a chief transformation office. I feel that we are too occupied with the current battle rather than pondering over a long-term one. 


How important is go-to market architecture and are we heading in the right direction?


Essentially, when you are looking at transformation the question to ask what is the agenda.  I believe that we get over-obsessed with the direction part. Long-term strategy identification is not complex. I call the strategy part as the first lever of transformation. The second lever of transformation is the lever of capability, which is the more complex part and doesn’t take a lot of focus from leadership. It is about how to build the organizational capability and to be able to align the organization to a new direction. For that, you need new capability and skill. 


Go-to market is a critical capability for organizations. There are top-priority capabilities and a few lower ones but go-to market is what drives results. We may not do a holistic job of tapping into this but you cannot run a business without go-to market capability. I believe that our go-to market capability needs to get stronger. 


Tell us about the importance of customer value creation and customer-driven strategy.


Businesses are beginning to embrace customer-centric value creation. Customer-centric driven architecture is key and is a big capability. It is all about how are we building customer loyalty and retention and also how many revenue streams we are creating from the same customer. Most importantly, how we are creating customer experience touch-points. What differentiates that these days is customer experience across touch-points. For me, the parity is customer experience and if we aren’t solving their problems, it isn’t a customer-driven strategy. So, creating loyalty is primary. 


How can successful change management and transformation translate to success in businesses?


It is about engaging the employees so the behaviour changes. It is also about a stronger go-to market and marketing capabilities. We tend to miss out on what behavioural changes are occurring. Employee engagement is also an important aspect of it. 

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