1) The document discusses planning, executing, and measuring successful business transformations. It provides best practices from various companies that have successfully transformed their businesses.
2) Common challenges to successful transformation include failure to anticipate changes, misjudging risks, and lack of change management skills. Successful transformations had support from leadership, strong execution, and clear metrics to measure progress.
3) Implementing enterprise project portfolio management (EPPM) solutions can help companies overcome challenges and drive transformation by providing visibility, standardized processes, and metrics to track progress and costs. EPPM supports the innovation, efficiencies, and risk management that companies need to transform.
If I am going to scale agile to most of my organization, what do we need to d...Premios Group
This report discusses some of the main challenges that organizations will face when applying executive-level strategic decision-making to a business value-driven software development group. Primarily, this report shares a new approach to portfolio management.
Download it here: http://www.softwarevalue.com/insights/publications/ta-archives/how-can-i-use-snap-to-improve-my-estimation-practices/
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
A view on a pace driven IT structure, enabling the integration of innovation and new business requirements through
efficient use of personnel work attitudes and strengths.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
If I am going to scale agile to most of my organization, what do we need to d...Premios Group
This report discusses some of the main challenges that organizations will face when applying executive-level strategic decision-making to a business value-driven software development group. Primarily, this report shares a new approach to portfolio management.
Download it here: http://www.softwarevalue.com/insights/publications/ta-archives/how-can-i-use-snap-to-improve-my-estimation-practices/
Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive ...Accenture Insurance
While financial services firms have proven themselves capable of making small changes that increase effectiveness and better manage risk, in today’s competitive environment success hinges on a broader, multi-disciplinary transformation that affects the entire fabric of the industry. “Change fitness”—an organization’s ability to quickly and effectively drive all sorts of change—has become a core competency.
“Join In The Race Or Be Left Behind: How ‘Change’ Is Changing The Competitive Landscape In Financial Services” explains how data analytics can reveal strengths and weaknesses within a financial services firm that, when addressed effectively, can improve change fitness and help drive the kind of large scale change that will sustain competitiveness for the long term.
A view on a pace driven IT structure, enabling the integration of innovation and new business requirements through
efficient use of personnel work attitudes and strengths.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
“CFOs will shift from their traditional role as administration and finance
experts, with technical skills based on administration, management
control, cash-flow management, and financial planning
Blytheco’s Business Process Optimization is an effective tool for keeping your company’s technology in tune with your goals. The Business Process Optimization service allows us to understand your business, so that we may help you do your job better, faster, easier, and more effectively.
We can help you give your business system a “tune-up” and help you evolve as your goals and environment adapt to changing business realities by identifying inefficiencies in current processes and offering cost-effective options to maximize your technology investment.
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
В нашем исследовании "Раскрытие силы инноваций" мы предлагаем инновационным компаниям решение пяти ключевых вопросов, чтобы впоследствии вы могли максимально эффективно использовать полученные инвестиции.
Обсудить отчет можно на странице PwC Startup Cloud в Facebook http://on.fb.me/11ZZJvU.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
“CFOs will shift from their traditional role as administration and finance
experts, with technical skills based on administration, management
control, cash-flow management, and financial planning
Blytheco’s Business Process Optimization is an effective tool for keeping your company’s technology in tune with your goals. The Business Process Optimization service allows us to understand your business, so that we may help you do your job better, faster, easier, and more effectively.
We can help you give your business system a “tune-up” and help you evolve as your goals and environment adapt to changing business realities by identifying inefficiencies in current processes and offering cost-effective options to maximize your technology investment.
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
В нашем исследовании "Раскрытие силы инноваций" мы предлагаем инновационным компаниям решение пяти ключевых вопросов, чтобы впоследствии вы могли максимально эффективно использовать полученные инвестиции.
Обсудить отчет можно на странице PwC Startup Cloud в Facebook http://on.fb.me/11ZZJvU.
Porque sonhar é um direito e porque deixar sonhar é um dever. Conto infantil LGBT. O amor entre uma princesa e uma andorinha.
Contacto tendergaivota@hotmail.com
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023Wellingtone
Lessons learned in building PMOs over the past 20 years in different industries, including health care, financial services, insurance, software, etc. To be successful, you have to build PMOs that can reinvent themselves as businesses change so fast along with the environment in which they operate. We need to look at the People, Process, and Technology lessons learned and how continuous change made the PMOs relevant and valuable to the organization. This will mean they stay relevant in the changing digital environment and need faster delivery and change
The talk will call on examples of how to develop people in the PMO and how skills have changed over time, along with the process development in delivering projects using different methodologies and how to have tools to support all of this.
This was presented by Chris Cashell, Global Head of Change from Apex Group at FuturePMO, on the 26th of October.
FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.
The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com
LinkedIn - https://www.linkedin.com/showcase/11120292
Twitter - https://twitter.com/FuturePMO
Facebook - https://www.facebook.com/futurepmoevent/
YouTube - https://www.youtube.com/channel/UCHi8w5ACqsloXxBEA9t9pfA
Improving Performance through Business Process Reengineering White PaperDATAMARK
As many companies struggle with controlling costs and
improving organizational structure, executives often pursue Business Process Reengineering or BPR to manage people, process and technology within a holistic and departmental-compliant effort to better ensure alignment throughout the organization and deliver the expected results. Done well, customer service and satisfaction should flourish in kind.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
With the benefit of hindsight, organizations that pushed ahead with their digital transformation programs during the pandemic now reflect on what went right, and what they might have done differently.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Tricks of the Transformation Trade: Disruptive Disintermediation, Agility Age...UMT
A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
confluence of changes in customer behavior, disruptive technology and domestic competition, among other
key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Business agility with Team Topologies - NatWest Group - 2021-01-19Matthew Skelton
Organizations that do not adapt rapidly to the modern, highly-changeable business environment are failing, and failing in large numbers. Increased regulation, pressures from climate change, shifting of energy sources, digitalization, and (recently) the COVID-19 pandemic are all driving a need for business agility in organizations of all sizes.
In this talk, we’ll explore how the patterns and principles from Team Topologies promote true business agility through a rapid flow of software change, fast feedback from running systems, a strong drive for loose coupling, and an awareness of sociotechnical mirroring. Combined with a product mindset and techniques from Domain-driven Design, the Team Topologies approach is helping organizations around the world to adapt to the “new normal” and achieve true business agility.
Matthew Skelton, co-author of Team Topologies, shares insights from organizations in several different industry sectors including banking, financial services, insurance, retail, and leisure.
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
1. PLANNING, EXECUTING AND MEASURING
SUCCESSFUL BUSINESS TRANSFORMATION
MAKING
THE CHANGE
IN ASSOCIATION WITH:
2. CONTENTS
Introduction...............................................................................................................................2
A Process-Oriented Approach to Growth.....................................................................3
When Transformation Fails .................................................................................................5
Best Practices...........................................................................................................................6
Benefits of Enterprise Project Portfolio Management (EPPM)...........................10
Methodology & Acknowledgments................................................................................12
3. 2 | MAKING THE CHANGE
INTRODUCTION
For companies that don’t want merely to succeed in their industries but to
lead them, continual business transformation is a must. With 93% of U.S.
companies in some phase of changing their business model, according to
recent research by consulting firm KPMG, businesses that aren’t thinking
about transformation are all but irrelevant. Business transformation can
mean everything from a major shift in IT systems to a large-scale inno-
vative construction project or changes to business models and product
designs. Similarly, the drivers of transformation vary widely, ranging from
the increased globalization of markets in all industries to shifting energy
prices to consumer expectations of constant innovation.
This paper looks at what tends to drive
business transformation initiatives both
internally and externally for a company,
and what determines the success or fail-
ure of such initiatives. It also reveals how
companies execute business transforma-
tion and the value a well-executed initiative
can deliver.
According to an Oracle/Forbes Insights sur-
vey of 534 global executives, 35% say they
believe the need to transform is accelerat-
ing, and 82% cite the need for innovation
as a major driver of business transforma-
tion. For most, business transformation
doesn’t mean just a one-time, enterprise-
wide overhaul, either. Eighty-six percent of
respondents say their organization should
execute a business transformation initiative
regularly to stay competitive and relevant.
Meanwhile, just 40% say their industry
needs continuous business transformation.
In other words, executives believe their
organizations need to change ahead of
their industry in order to stay relevant.
“Especially if you are a company of our size,
you have to be constantly moving to stay
in the frontline,” says Pierre Olofsson, busi-
ness unit president in Sweden for global
construction company Skanska. “There are
always new inventions and technology in
construction that you have to evaluate, the
market is changing with new competitors
and customers, and today’s young talent
has different expectations of their employ-
ers than the previous generation.”
But despite agreement among most global
executives that business transformation is
fundamental to success, 48% of executives
believe their organization is only somewhat
or not at all prepared to successfully exe-
cute a business transformation today.
5. A PROCESS-ORIENTED APPROACH TO GROWTH
In years past, the company was running
projects that were over budget and not
meeting deadlines. Riccio says team lead-
ers were each doing their own thing, and it
was hard to get separate divisions to work
together. Now those same team leaders
work collaboratively, agreeing on the pri-
oritization of company-wide projects and
conducting post-mortems on projects to
ensure that they delivered what they were
supposed to.
“Since we implemented this process, every
project has been on budget and on sched-
ule,” Riccio says.
4 | MAKING THE CHANGE
39%
35%
30%
29%
27%
25%
21%
19%
4%
2%
2%
Failure to anticipate market changes
Misjudging or not anticipating risk factors
Inability to evaluate and model different options/plans
Challenges to ensuring a standardized/consistent approach
Lack of visibility into resource capacity
Inadequate feedback and measurement
Struggling to achieve consensus/buy-in
Lack of agreement on scoring and weighting methods
My company does not have any planning challenges
Other
Unsure
FIGURE
WHAT ARE THE BIGGEST PLANNING CHALLENGES THAT CAN DERAIL
YOUR BUSINESS TRANSFORMATION INITIATIVES?
7. 6 | MAKING THE CHANGE
“You want one version of the truth in one place, not 30 to 40
databases out there, some in spreadsheets, some in other tools.”
— Sal Laher
Buy-in is another key determinant of success or failure, and getting employees through-
out an organization on board with business transformation tends to start with the
leadership team and its ability to set, communicate and sell an executable vision. Fifty-
one percent of executives surveyed cited support from leadership as a key factor in the
success of business transformation projects (Fig. 3).
For Mercedes-Benz, that means getting all members of the executive team on board
with any major initiative first. “It’s deeply entrenched that we run this business as a col-
lective,” says Gareth Joyce, vice president of customer service for MBUSA. “We all have
responsibility for all parts of the business, and we genuinely practice that. Major strategic
objectives are always discussed as an executive team. We don’t have silos in our executive
offices, and that helps breaks down silos throughout the company.”
51%
48%
35%
33%
30%
28%
24%
11%
1%
Support from leadership
Strong/competent execution
Strong technology infrastructure/systems
Strong change management acumen
Adequate resource/budget
Clear metrics of success
Prioritizing business transformation ahead of other critical business initiatives
Ease of regulation/regulatory compliance
Other
FIGURE
3 WHAT ARE THE TOP REASONS FOR SUCCESS?
9. 8 | MAKING THE CHANGE
BEST PRACTICES
Despite all the potential pitfalls, several companies are managing to successfully drive
business transformation. The key for the majority of executives who are leading successful
business transformation initiatives is a balanced scorecard showing key metrics and
progress toward goals (Fig. 4).
46%
40%
40%
30%
28%
26%
21%
Balanced scorecard showing key metrics and achievement toward goals
Understanding the true impact of a proposed change to an initiative with all other initiatives across the organization
Summary of all costs associated with transformation initiatives
Surfacing risks and issues in a timely manner
Setting realistic, achievable goals and tracking toward those during execution
Leveraging previous best practices
Single source of resource capacity and planning information
FIGURE
4 WHAT CAPABILITY/FUNCTIONALITY IS MOST CRITICAL TO THE
SUCCESSFUL EXECUTION OF TRANSFORMATION INITIATIVES?
11. 10 | MAKING THE CHANGE
BENEFITS OF
ENTERPRISE PROJECT
PORTFOLIO MANAGEMENT
(EPPM)
Many of both the external factors driving the need for business transformation and
the issues executives cite as challenges for successfully executing business transforma-
tion initiatives are addressed by EPPM solutions. External factors that respondents to the
Oracle/Forbes Insights survey are most concerned about include the need for innovation
(82% deem it very or extremely important), and operational efficiencies and reduced costs
(77%) (Fig. 6).
“We strive to be the leading developer in the world, and in order to do that we con-
stantly need to adapt and push ourselves to improve,” says Skanska’s Olofsson. “But we
also need to know what impacts these changes are having, so we always measure the
impact of our initiatives.”
EPPM solutions target all of these needs simultaneously to support investments in busi-
ness transformation on all fronts. They can also enable companies to accelerate the speed
of business transformation, particularly when coupled with efforts to engage employees
in the process.
FIGURE
6 TOP EXTERNAL PRESSURES FOR TRANSFORMATION*
82%
77%
74%
72%
Need for innovation
Operational efficiencies and reduced costs
Effective management of capital to increase returns
Mitigating or reducing risk
*Percentage citing factor as very or extremely important.
13. 12 | MAKING THE CHANGE
ACKNOWLEDGMENTS
Forbes Insights and Oracle would like to extend their gratitude
to the following individuals for their time and expertise:
Gareth Joyce, Vice President of Customer Service, Mercedes-Benz USA
Sal Laher, CIO, Eskom, South Africa
Pierre Olofsson, Business Unit President, Skanska, Sweden
Mike Riccio, CFO, Panasonic, USA
SURVEY METHODOLOGY
The insights and commentary found in this report are derived from both a survey and
personal interviews. Partnering with Oracle, Forbes Insights conducted a global survey
of senior executives across a broad range of industries in spring 2014. Completed by 534
executives, its key demographics include:
Executive title: CEO (8%), CIO (22%), CFO (11%), “other” C-level executive (20%),
EVP/Managing Director (7%), SVP/VP/Director (32%)
Company size (revenues): $1 billion to $4.9 billion (44%), $5 billion to $9.9 billion (19%),
$10 billion to $19.9 billion (15%), $20 billion and over (21%)
Industry: Manufacturing (13%), professional services (10%), banking/financial services/
insurance (7%), retail (6%), engineering and construction (6%), life sciences and pharma-
ceuticals (6%), energy/utilities (6%), healthcare (6%), technology (6%)
Location of headquarters: Americas (37%), EMEA (29%), Asia/Pacific (34%)
14. ABOUT FORBES INSIGHTS
Forbes Insights is the strategic research and thought leadership practice of Forbes
Media, publisher of Forbes magazine and Forbes.com, whose combined media
properties reach nearly 50 million business decision makers worldwide on a monthly
basis. Taking advantage of a proprietary database of senior-level executives in the
Forbes community, Forbes Insights conducts research on a host of topics of interest
to C-level executives, senior marketing professionals, small business owners and
those who aspire to positions of leadership, as well as providing deep insights into
issues and trends surrounding wealth creation and wealth management.
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CHIEF INSIGHTS OFFICER
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