The document discusses business transformation and provides a framework for transformation. It notes that survival rates for Fortune 500 companies have declined significantly over the past 60 years and many startups fail within the first two years. It states that companies must constantly review and update their offerings every four years to adapt to changing markets and technologies. The key to sustainable competitive advantage is how quickly a company can identify shifts and reconfigure its assets and resources to transform. Several common hindrances to successful transformation are identified, including a lack of integration, weak alignment of outcomes and activities, being viewed solely as an IT initiative, and lack of effective measurement systems. The framework provided evaluates the current business, visualizes changes, defines a new identity and plans, implements changes,

1. Business Transformation
IGCC Bangalore, 18th Oct 2016
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2. © Browne & Mohan, 2016 Limited use only
Survival rates are shrinking …
 Fortune 500 in 1955 Vs 2014, 88% have gone
out of Business
 > 40% of Indian startup business that started
in last 2 years have failed to survive

3. New Normal
© Browne & Mohan, 2016 Limited use only
 Companies need to constantly review their
offerings every 4 years.
 Evaluate changing market and technology
requirements
 Shed (disintegrate ) & re-configure to be
relevant
Sustainable competitive advantage lies is how
quickly can a company discover the shift, nurture &
grow required assets & resources, energize and
connect all elements required to Transform.
It is not the most powerful that survive but those responsive to change….Darwin

4. © Browne & Mohan, 2016 Limited use only
 Lack of an integrated framework, often Board is
at distance
 Outcomes and activities alignment weak
 Seen as an IT initiative
 Commitment Fizzle, Sustaining momentum after
initial hooplah ….
 Lack of consistent Marketing to stakeholders:
Inform, influence and advocacy
 Too rigid plans
 Lack of effective measurement system that
captures direction & speed of change
 Lack of ownership at many levels.
What hinders transformation??

5. Transformation requires simple yet effective framework
© Browne & Mohan, 2016 Limited use only

6. © Browne & Mohan, 2016 Limited use only
Evaluate
 Current business model
 Current skills & capabilities
 Systems & process
 Execution efficiencies: sales funnel, closure rate, COPQ, Discounts,
NVA, brand loyalty, Key account management, AR/AP, attrition,
leadership

7. © Browne & Mohan, 2016 Limited use only
Visualize
 What to strengthen and deepen
 What to discard
 Key activities that must be done
 What could be Productized (standardize, automate)
 How you ride Product – Technology Roadmap
 What Investments yield high impact
 Platform approach to attack variety
Key activities

8. © Browne & Mohan, 2016 Limited use only
Define
 New identity: portfolio & market
communication
 New revenue models, engagement models
 New workflows, and process owners
 Short and long term outcomes
 Goal alignments within function and across
functions
 Impact making investments, associated risk

9. © Browne & Mohan, 2016 Limited use only
Implement
 Constitution defining roles and distribution of authority
 Train and build capabilities of People and infrastructure
 Identify champions who would own & drive
 Bring “sense of urgency”
 Investment that leads to revenue gain or market relevance
 Remove dedication in marketing, HR and support functions
 Celebrate small success
 Measure outputs and outcomes

10. © Browne & Mohan, 2016 Limited use only
Sustain
 Create leadership circle across functions
 High cross-functional hands down review
 RCA and Knowledge Management consolidation
 Co-creation and collaborative working
 Platformize, Optimize
 Develop Ecosystem rent seeking capability
 Measure Outcomes and Impact

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