Business transformation quick guide


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Business transformation quick guide

  1. 1. BusinessTransformationQuick І 020 7089 6161
  2. 2. What is Business Transformation? • Transformational change is — Fundamentally changing what we do, how we do it, with and for whom we do it — Making new assumptions — Accepting a period of discontinuity — Working through a period when there are no easy answers • Transformational change is not — Making small changes — Fixing problems — Adding a new process as a bolt-on — Tweaking a process to improve it slightly2 © Maven Training 2011 І 020 7089 6161
  3. 3. Organisational Context Transformational change is not undertaken in isolation. The portfolio of initiatives that are being undertaken across the organisation at any one time is a mixture of change objectives and execution of business as usual activities.3 © Maven Training 2011 І 020 7089 6161
  4. 4. What is driving transformation?This model (Hofer Schendel model) identifies the strategy that an organisation shouldpursue depending on competitive position and the maturity of the products it offersand the market place into which they are sold. І 020 7089 6161
  5. 5. Types of transformation • Invest aggressively – new product launches, hiring new sales and business development staff, acquisitions • Review market potential and problems –reduction in cost base through changes to systems, outsourcing transactional tasks, improving flow of information across organisation by removing ‘silos’, increasing value added activities moving resources from transactional to value added tasks • Invest selectively – research projects to identify target acquisitions, target markets, trend analysis to identify customer demand for new products and services • Market strongly – increasing marketing effort through new product launches and increasing the speed that new ideas are brought to the market • Divest – reshaping the organisation after sale of poor performing businesses • Phased withdrawal – redundancy programmes, integrating staff from closed businesses into other functions5 © Maven Training 2011 І 020 7089 6161
  6. 6. Business transformation process Effective business transformation Change Management Maturity Programme Management Required outputs i.e. Implementation of new and changed project outputs capability products and services Change Project Management Management Framework Delivery of capability project outputs6 © Maven Training 2011 І 020 7089 6161
  7. 7. Change Management maturity The maturity of the organisation to manage change and successfully deliver business transformation can be assessed using a maturity model. For example, the Maven Change Experience Checklist assesses 8 factors which identify: • The extent to which an approach to managing change is embedded within the organisation • The perception that those working in or with the organisation have of the commitment to in managing change • The level of motivation that exists for addressing change management as a business • issue7 © Maven Training 2011 І 020 7089 6161
  8. 8. Programme management capability • Programme lifecycle which establishes: — Flow of information to programme team members, project team members, business change managers and the sponsor — Decision points including the limits of authority that each role has for taking decisions and the information needed to support each decision • Roles and responsibilities which clearly state the expectations for: — Programme management — Programme delivery — Programme governance • Skills and knowledge: — Training plans that provide access to courses in programme, project, change and risk management — Career development plans that encourage individuals to apply for programme, project, change and risk management opportunities8 © Maven Training 2011 І 020 7089 6161
  9. 9. Change Management Framework • Business change lifecycle: — Assessing the change — Planning the change — Implementing the change — Embedding the change • Organisation structure: — Leading change – senior management sponsorship — Managing change – business change managers — Doing change – change team members/change agents9 © Maven Training 2011 І 020 7089 6161
  10. 10. Business change lifecycle – Impact of the change is understood from different perspectives – Vision of the change that describes the ‘new world’ has beenAssessing the developed change – Compelling stories that explain the results of the change have been developed for different audiences – Activities to implement the change are identified, resourced and Planning the scheduled change – Activities to communicate with and engage the support of stakeholders are established –Activities to make the change happen move from planning into actionImplementing –Change teams are formed to resource the activities the change –Individuals experience the change and move through a range of emotions as they adapt to the change – As change is accomplished, achievements are celebratedEmbedding the – Those still working through the changes are given support to help change them make the transition to the new ways of working І 020 7089 6161
  11. 11. Project management capability • Project lifecycle tailored to managing projects within a programme: — Clear explanation of what information is to be escalated to the programme, and what decisions are to be taken at programme level vs. project level — Includes greater emphasis on liaison with change teams and activities to support the business change lifecycle • Roles and responsibilities: — Role of the project sponsor and how this aligns with the responsibilities of the programme manager — The amount of authority that a project management has over the project vs. how much authority the programme manager has • Skills and knowledge: — Courses and on the job training opportunities to build technical and interpersonal project management skills11 © Maven Training 2011 І 020 7089 6161
  12. 12. Who is involved?Strategic level change so must besponsored by senior manager, preferablyat board level Changes to business environment must be led by those with currentCoordination of the effort operational knowledgeand flows of information and sufficient authority torequires support in the change business as usualform of a PMO – so senior business changeProgramme Management managers needed, withOffice or Project support from their staff inManagement Offices change agent roles Complex change with multiple work streams and interdependencies so requires an experienced programme manager Multiple projects within each work stream requiring many project managers and project teams12 © Maven Training 2011 І 020 7089 6161
  13. 13. Develop your capability Managing Successful Programmes (MSP®) explainsChange Management how to manage a set ofPractitioner explains the related projects that takenconcept of change, how together will deliver Managing strategically importantpeople react to changeand the different models Successful benefits.and techniques for Programmesimplementing change. Change PRINCE2® Management APMP Practitioner PMP PRINCE2 provides a flexible and adaptable approach to suit all projects. It defines the processes, roles and documentation required to manage a project. The APMP and PMP define the skills and techniques that project managers should apply to control their project from initial requirements to successful implementation.13 © Maven Training 2011 І 020 7089 6161
  14. 14. Maven Training Maven builds capability that enables our clients to realise the benefits of transformational change. We deliver practical and workable solutions that can be applied to all new programme, project and change initiatives long after we have gone. Our mission is to transfer our skills and experience and to build self-sufficiency in our clients. For further information about Maven Training and its capability building services please contact: Melanie Franklin Telephone: 020 7403 7100 e-mail: website: © Maven Training 2011 І 020 7089 6161