5. www.cbsorg.org
[1] ORIENTATION
A business strategy sets goals and
defines the customer value
proposition and delivery. But often
the changes in the business model
are not clear or perceived as urgent.
It is not obvious what behavior is
expected from your managers.
BUSINESS
TRANSFORMATION
PROCESS MODEL
6. www.cbsorg.org
[2] COMMUNICATION
Business transformation calls for
a tailored and timely top-down and
bottom-up communication with all
internal and external stakeholders.
We ensure that your communication
is sustained, noting progress and
calling for increased participation.
BUSINESS
TRANSFORMATION
PROCESS MODEL
7. www.cbsorg.org
[3] METRICS
Without putting the right metrics in
place, any strategic change will fail.
Therefore, we will decide with you
how corporate and business KPIs
can to be aligned horizontally and
vertically within the company.
BUSINESS
TRANSFORMATION
PROCESS MODEL
8. www.cbsorg.org
[4] MOTIVATION
Determining the right evaluation
criteria and motivators for different
employee groups is essential for
delivering on your strategic goals.
BUSINESS
TRANSFORMATION
PROCESS MODEL
9. www.cbsorg.org
[5] BUILDING COALITIONS
Identification of the allies with both
the power and the potential for
cross-functional teamwork is a
major imperative for successful
business transformation.
Ensuring that the guiding coalition is
properly represented in task forces
and steering committees to drive
the change at each level.
BUSINESS
TRANSFORMATION
PROCESS MODEL
10. www.cbsorg.org
[6] TALENT GAP
When leaders and managers are not
equipped with the needed
capabilities to deliver on their
strategic goals, you will lose
momentum, belief and focus.
BUSINESS
TRANSFORMATION
PROCESS MODEL
11. www.cbsorg.org
[7] PROCESS REDESIGN
Processes must be re-aligned with
the strategy and re-thought from an
end-to-end perspective.
Stakeholders should contribute to
company chosen value discipline:
customer intimacy, product
leadership or operational
excellence.
This requires from managers
a lateral cross-functional thinking
and capabilities in process
management.
BUSINESS
TRANSFORMATION
PROCESS MODEL
12. www.cbsorg.org
[8] LEADERSHIP
DEVELOPMENT
The way leaders behave and set
examples enables and motivates
people. If they continue business as
usual, why then should people
change?
It is important to get leaders on
board with the strategy, so that they
ensure the leadership model and
encourage the behavior expected
from their people.
BUSINESS
TRANSFORMATION
PROCESS MODEL
13. www.cbsorg.org
[9] BUSINESS CULTURE
In any change program culture
cannot be changed immediately.
Culture change happens through
diligent and concerted effort at the
above steps.
It takes a year or so before real
changes can be seen.
And it takes about three to five
years to completely shift the culture,
depending on how well the above is
implemented.
BUSINESS
TRANSFORMATION
PROCESS MODEL
14. www.cbsorg.org
[10] MONITORING
A Business Transformation Program
should have specific program KPIs.
Monitoring the progress quarterly,
while integrating the lessons learned
and insights collected throughout
the Business Transformation
Program.
In some cases the company put in
place a dedicated Transformation
Monitoring Committee(s).
BUSINESS
TRANSFORMATION
PROCESS MODEL
