Business transformation involves fundamentally changing what an organization does, how it operates, who it serves, and how it serves them. It requires accepting periods of discontinuity and working without easy answers. True transformation is not just small changes or process tweaks but large-scale changes. Effective transformation requires assessing the need for change, planning the change, implementing projects to enable it, and embedding the changes into normal operations. It also requires developing the organizational capabilities needed, including change management, program management, and project management frameworks, as well as the skills of employees.

1. Business
Transformation
Quick Guide
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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 slightly
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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.
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4. What is driving transformation?
This model (Hofer Schendel model) identifies the strategy that an organisation should
pursue depending on competitive position and the maturity of the products it offers
and the market place into which they are sold.
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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 functions
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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
outputs
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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
• issue
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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 opportunities
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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
agents
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10. Business change lifecycle
– Impact of the change is understood from different perspectives
– Vision of the change that describes the ‘new world’ has been
Assessing 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 action
Implementing –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 celebrated
Embedding the
– Those still working through the changes are given support to help
change them make the transition to the new ways of working
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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 skills
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12. Who is involved?
Strategic level change so must be
sponsored by senior manager, preferably
at board level
Changes to business
environment must be led
by those with current
Coordination of the effort operational knowledge
and flows of information and sufficient authority to
requires support in the change business as usual
form of a PMO – so senior business change
Programme Management managers needed, with
Office or Project support from their staff in
Management 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 teams
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13. Develop your capability
Managing Successful
Programmes (MSP®) explains
Change Management how to manage a set of
Practitioner explains the related projects that taken
concept of change, how together will deliver
Managing strategically important
people react to change
and the different models Successful benefits.
and techniques for Programmes
implementing 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.
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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: melanie.franklin@maventraining.co.uk
website: www.maventraining.co.uk
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