The document outlines the goals and processes of a transformation team. The team aims to (1) communicate their views to obtain buy-in from the CEO, (2) address the lack of clarity and focus in achieving the end state vision, and (3) create a high-performance team that delivers results and achieves the vision. Key roles on the team include game changers, motivators, and drivers who will coordinate efforts, integrate feedback, and manage stakeholders. The team's processes include change management, feedback collection, and communication through updates, town halls and stakeholder presentations.

2. To communicate views and aspirations

To receive comments and feedback from the

CEO/ Sponsor
To obtain buy-in from CEO on Team scope


3. Sponsor

Scoping Team


4. Lack of clarity and focus of the bigger picture

– bridging the chasm between the present
and the end state seems to be elusive
Uncoordinated objectives and execution

resulting in value not being delivered – lack
of leadership, experience and competencies
Insufficient drive to deliver results – parties

are not sufficiently motivated and directed
towards a common goal, generally suffering
from institutional lethargy

5. Creating a high
performance team that
delivers the vision
Shaping

Evolving the mindset

Best practices Creating a result

delivering team that
Transition

achieves vision
Succession

To facilitate

Change management

Alignment

Hearts & Minds

Key words Vision

6. Shaping Catalyze and promote
1.

change
Evolving the mindset

Shape outcomes and
Best practices 2.

drive results
Transition

Institutionalize
3.
Transformation

sustainable
Succession performance culture

To facilitate

Change management

Alignment

Key words Mission

7. Process
•Change management
•PMO
•Feedback
•Stakeholder
ROLES
management ( e.g.
Game changer
GOALS 
workshops, F2F
Motivator

Transformation interaction, engagement,

Drive

Direction liaison, enrollment,
Coordinate

Strategy and stakeholder
Integrate
 
Journey management
effort alignment presentations)

Stakeholder •FRD/ LAB
Change 

Barometer •Planning
management
Custodian of the

Streamline – vision Interface

Realizing the
remove red tape •Weekly update (email)

business case
Removing •Town halls, newsletter, internal website

Demonstrate

obstacles/ road
benchmark levels of •Investor roundtable
blocks leadership,
•Info day (media briefing)
How to do accountability,

•Fortnightly update meeting
teamwork
Defining the process •Steering committee

Coach and mentor

•Project committees (SC)
Strategic messages

•Key external stakeholder groups (e.g.
backbenchers, MPs)

8. 1. Who orchestrate the Transformation
2. Where does Team sit within the organisation
3. Boundary management with the line
4. Communication between CEO and Team

9. Deliverables

◦ Team Scoping document
 Vision, Mission, GRPI and One
Page Strategy (OPS)
 Team processes, approach.
Exit Criteria
 Team structure
 Team KPIs
Buy in from CEO

 High level Implementation
plan – one pager, milestones
Stakeholder mapping
◦
Priority matrix
◦
Communication plan
◦
BTM – Break through Map
◦
Buy-in from CEO
◦

10. High
Urgent
Low
High
Important

11. Seniors support Team’s

scope
Team’s approach will

Staff are aligned to the

deliver results Team’s approach
All required resources

will be allocated to the
Team to deliver the
results
Team has the

competencies and is
empowered to deliver the
plan
Hypotheses Assumptions

12. Alignment Continued leadership
 
Result delivery support

FRDs launched as

Excellent Project
planned 
Management execution
Quick wins delivered as

planned Timely corrective

Change agents are action

identified and mobilized
Visible rewards and

Feedback from

consequence
stakeholders on program
buy-in matches or management
exceeds expectations
Success Measures Key Success Factors

13. Board
Sponsor
Admin
TEAM
PMO
Facilitators

14. Transformational Role
TEAM
Organi
sation
Time (Months)
12 24 35

15. Shaping To manage the
 
transformation through
Evolving the mindset

change initiatives
Best practices

A transformed

Transition

organisation
Transformation

A balanced

Succession transformation journey

To facilitate for organisation

Change management Shaping outcomes and
 
Driving results
Alignment

Key words Vision

16. Transformation Direction

Strategy and effort alignment

Change management

Streamline – remove red tape

Removing obstacles/ road blocks

How to do


17. Game changer

Motivator

Drive

Coordinate

Integrate

Journey management

Stakeholder Barometer

Custodian of the vision

Realizing the business case

Demonstrate benchmark levels of leadership,

accountability, teamwork
Defining the process

Coach and mentor


18. Change management

PMO

Feedback

Stakeholder management ( e.g. workshops,

F2F interaction, engagement, liaison,
enrollment, stakeholder presentations)
FRD/ LAB

Planning


19. Weekly update (email)

Town halls, newsletter, internal website

Investor roundtable

Info day (media briefing)

Fortnightly update meeting

IM steering committee

Project committees

Etc…
