In the digital economy, organisations will prosper or not largely based on their ability to transform to align with ever-changing market or societal dynamics. Transformation encompasses the adaptation of an organisation’s value proposition and business & operational model to the fundamental changes brought by global trends, digital technologies and increasingly demanding stakeholders needs and expectations. Transformation will become a must-have core capability for success, be that for commercial or governmental organisations: given the raft of upcoming challenges those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability requires the creation of a dedicated Transformation Office, responsible for driving complex, disruptive change initiatives that have a profound impact on both operational structures and the strategy of the organisation. We outline the required remit and key focus areas of a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside, conventional Project Management or of Strategy Delivery Offices.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Project Management Office (PMO) for Management ConsultantsAsen Gyczew
What is the aim of this course?
Sometimes to create value in the firm or manage a huge number of complicated projects you have to set up Project Management Office (PMO). PMO is responsible for making sure that all strategic projects will be delivered on time. PMO has to also analyze and select projects and support project managers in managing project delivery. Building and running PMO is pretty difficult, especially when it comes to selecting the right projects and later on implementing them. I will teach you in this course how to do it efficiently. We will look at different types of PMO set-up for different purposes. In this course you will learn:
1. In what situation PMO is used and how its goals differ depending on the situation
2. How to select the right projects to implement using PMO
3. What PMO deliverables you will have to create
4. What tools you can use to run the PMO efficiently
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
A 60min in depth demonstration of the Prosci ADKAR dashboard with proven examples, tips and techniques resented by Catherine Smithson and Joanne Rinaldi from Being Human.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Project Management Office (PMO) for Management ConsultantsAsen Gyczew
What is the aim of this course?
Sometimes to create value in the firm or manage a huge number of complicated projects you have to set up Project Management Office (PMO). PMO is responsible for making sure that all strategic projects will be delivered on time. PMO has to also analyze and select projects and support project managers in managing project delivery. Building and running PMO is pretty difficult, especially when it comes to selecting the right projects and later on implementing them. I will teach you in this course how to do it efficiently. We will look at different types of PMO set-up for different purposes. In this course you will learn:
1. In what situation PMO is used and how its goals differ depending on the situation
2. How to select the right projects to implement using PMO
3. What PMO deliverables you will have to create
4. What tools you can use to run the PMO efficiently
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Competing successfully in a high-velocity, digital-driven world places increasing demands on an organization’s ability to execute and deliver projects at a rapid pace. These pressures have made program, project and service management (PPSM) a valued capability across the enterprise
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Competing successfully in a high-velocity, digital-driven world places increasing demands on an organization’s ability to execute and deliver projects at a rapid pace. These pressures have made program, project and service management (PPSM) a valued capability across the enterprise
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
Think for a moment the way a Hollywood movie is made.
To ensure the most appropriate and highest quality talent is acquired, a mixed team of ‘contractors’ is pulled together, each of them fulfilling a specific requirement for the film. These teams form, create magic onscreen, and then, when the movie is over, disband.
We believe this "Hollywood Model" is one the government should adopt to help improve access to the talent required to drive Digital Transformation. We believe that to bring together the most experienced team of people requires not just recruitment, but also the coordination and leadership of a mixture of both internal and external talent, hand- picked to answer the specific requirements of the challenge.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Business Transformation Best Practices Summit in ParisRafael Lemaitre
A 3 days workshop and best practice exchange.
Benchmarking tour 20 to 22 September 2016, Paris.
Day 1: Digital Transformation
Day 2: Digital Innovation
Day 3: Strategy Execution
This presentation provides an overview of the change management work completed in support of United Business Transformmation Office. I served as the BTO\'s change communications lead for all operational changes.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Defining the Operating Model for the Digital EnterpriseLee Bryant
Earlier this week at the IOM Summit in Cologne, I gave a talk entitled ‘Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise...
Simpler, Clearer, Faster Government ServicesThoughtworks
Paul Shetler is the CEO of the Digital Transformation Office within the Australian Government, and was previously an executive at the UK's highly regarded Government Digital Service.
At ThoughtWorks Live Australia 2016, he shared how he is leading the transformation to simpler, clearer, and faster government services using a user-centred design approach.
Includes articles on the following:
Change Management, Where to Next; Startegy Projects and Programmes, M & A - now or later?, Benchmarking, ‘ The City’ in the cross-wires, Russia
Integrating Organisational Change within IT Transition and TransformationNUS-ISS
Presented by Jamie Donoghue, Principal Consultant, UXC Consulting at ISS-UXC Seminar: Move IT from Cost to Value Centre using IT Service Management and COBIT on 25 July 2014.
Case study on Strategic Leadership and Business Transformation”.docxtidwellveronique
Case study on “Strategic Leadership and Business Transformation”
Business transformation is a key management personnel of the management initiatives, brainstorming, trying, process and technology initiatives in an organization with business strategy and vision to support the more attention and help innovative new business strategies and meet short and long term objectives. Through the business transformation effort is made from the same people, process and technology to achieve the ultimate results-based state, such as income increase of 50% or 25% customer satisfaction.
It can be defined as:
• Transformation - by improving customer service
• change the shape - by the review and reassessment of how to do business, through better use of partners and use of the resources
• Changing the form - through improved business methods and includes a new organizational structure, technology, processes and technology. [1]
Can achieve business transformation through new technologies, business models and management methods. Business transformation is now considered competitive an important part of the business cycle.
Enterprise restructuring should be a continuous process, must implement its business strategy for any organization to achieve its vision. This is an ongoing requirement, because the strategies and vision will always need to adapt to the changing and refining the impact of the economic impact. Business agility, and to achieve business transformation, therefore, the management and the real measure of business success.
Disciplines involved in business transformation
and Conwell mixed consultants help companies adapt to the management capacity, through these technologies development. We in the public and private sector clients a lot of experience enables us to identify the key components necessary to ensure successful business transformation:
• Alignment of activities and changes in business strategy.
• Avoid dispersion, transformation activities, bottom-up elements.
• Managing the planning and improvement of management disciplines.
• clear what can be achieved, and its cost.
• careful analysis of all the necessary changes made and the impact of these changes, interdependent activities.
• Treatment of staff as agents of change, rather than an obstacle.
• assess how changes will be considered with customers to explain, suppliers and other external parties.
Business transformation seems to have started as a label used by IT companies re-brand consultancy process to information systems integration sales more effective.
Now, the business transformation means more work. It means that a cross-business integrated approach to change, also shows that this is only effective in achieving your business vision or direction of the strategic process.
Many organizations and consultants seem to have lost chasing growth and change.
In the first phase of IT enabled business transformation
As information technology (IT) the arrival of the concept of innovation ...
The performances & activities of all businesses are affected significantly due to various aspects. It becomes essential for companies to seek constant business transformation to overcome competition. Each transformation is said to be determined by the content, context, participants, process & the effects. Such transformation is crucial for any business to survive & succeed in the ever-increasing competitive world.
Navigating Change: Key Components of Business Process TransformationKatpro Technologies
In the dynamic realm of contemporary business, the ability to navigate change strategically is paramount. This document serves as a comprehensive exploration into the pivotal components that drive successful Business Process Transformation (BPT), offering insights and guidance for organizations navigating the complexities of change.
https://katprotech.com/services/business-process-transformation/
Specialist Resource Solutions to Deliver the CFO AgendaSteve Leebrook
A division of Systems Accountants, SA Transformation is a global authority in the provision of specialist resourcing
services that, since 1997 have provided solutions for Finance Systems & ERP enabled Change and Transformation initiatives. We are the trusted resourcing partner to a diverse range of companies including most of the world’s leading organisations.
SA Transformation programme mobilisation service de-risks and facilitates the rapid and accurate appointment of
key positions within finance transformation initiatives. We have many years of experience in assembling multidisciplinary programme teams and have refined structured processes to provide control and transparency and to ensure that appropriate skills and expertise are on boarded and stood down seamlessly.
In today's volatile environment, with an increasingly rapid pace of change, organizations that successfully manage strategic initiatives manage to save more money and be ready to take advantage of their competitors.
Demystifying Innovation by Dr. Hitendra Patel & discussion panel with Innovat...Rafael Lemaitre
Innovation breakfast: Conference by Innovation Guru Dr. Hitendra Patel, plus a discussion panel with the heads of innovation of: du, Ericsson and the UAE Space Agency and GE
Cybersecurity Strategy for a Safe Digital Transformation JourneyRafael Lemaitre
This Knowledge breakfast, with the participation of Etisalat, Axa, National Bank of Abu Dhabi (NBAD) and Solucom, as well as the expert in cyber security Gerome Billois. Event will take place in Dubai at the Grosvenor House Hotel in Dubai Marina. February 16th 2016
Cybersecurity Strategy for a Safe Digital Transformation JourneyRafael Lemaitre
This Knowledge breakfast, with the participation of Etisalat, Axa and Solucom, as well as the expert in cyber security Gerome Billois. Event will take place in Dubai at the Grosvenor House Hotel in Dubai Marina. February 16th 2016
Jeroen De Flander Strategy Execution Master Class in DubaiRafael Lemaitre
Jeroen De Flander's Strategy Execution Master Class, join us on March 15 & 16 in Dubai
Join Jeroen De Flander, author of the international bestsellers Strategy Execution Heroes and The Execution Shortcut as he leads a two-day Master Class.
Jeroen De Flander is one of the world's most influential thinkers on strategy execution and a highly regarded keynote speaker. He has shared the stage with prominent strategists like Michael Porter and reached out to 26,000+ leaders in 40+ countries. His first book Strategy Execution Heroes reached the Amazon bestseller list in 5 countries and was nominated for Management Book of the Year 2012 in the Netherlands. His second book The Execution Shortcut reached the #3 spot in its category on Amazon.
This certified course is offered for the first time in the GCC countries, and represents a unique opportunity to get access to the prestigious Innovation Management Certification, accredited by the respected Global Innovation Management Institute (GIMI). It will help you to start your journey towards innovation, teaching you about the use of idea generation, the tools needed, and how to apply them in creating more and better ideas. This course covers all the body of knowledge of the GIMI Certification Level 1, and it will prepare you to take the online assessment which is applied independently by the Institute. In addition this course will give you tips to prepare your Level 2 action project (which you may pursue once you have received Level 1 certification). The course is composed of 3 different modules during 3 days.
MAKING STRATEGY HAPPEN An intensive immersion into the world of Strategy Execution Course officially Endorsed by the ILM This course is endorsed by the Institute of Leadership & Management (ILM).
4 Reasons Why HR is Lost in Translations When it Comes to StrategyRafael Lemaitre
It is a common theme today that HR is neglected as an administrative function rather than as a strategic enabler of the organisation. Why is that?
This white paper explores 4 different reasons that contribute for a miss alignment between HR and Strategy
Fueling Strategic Transformation at Emirates National Oil CompanyRafael Lemaitre
This case study looks at the transformation journey that Emirates National Oil Company (ENOC) undertook, to transform its management capabilities, thanks to the development and implementation of a best-in-class strategy execution framework.
Executing Strategy in the Midst of the Perfect StormRafael Lemaitre
How the Arab spring, the aftermath of the financial crisis, and current global economic woes are affecting organizations in the Middle East - and why integrating your planning and budgeting process might be the best shelter from the storm. White paper by Carlos Guevara, Partner of ShiftIN Partners
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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2. The Transformation Office: a new organisational capability for the digital economy.2
In the digital economy, organisations will prosper or not
largely based on their ability to transform to align with
ever-changing market or societal dynamics.
Transformation encompasses the adaptation of an
organisation’s value proposition and business &
operational model to the fundamental changes brought
by global trends, digital technologies and increasingly
demanding stakeholders needs and expectations.
Transformation will become a must-have core capability
for success, be that for commercial or governmental
organisations: given the raft of upcoming challenges
those that are Gulf-based have a pressing need here.
In this white paper we argue that instilling the capability
requires the creation of a dedicated Transformation
Office, responsible for driving complex, disruptive
change initiatives that have a profound impact on
both operational structures and the strategy of the
organisation.
We outline the required remit and key focus areas of
a Transformation Office (led by a Chief Transformation
Officer) and how it differs from, yet works alongside,
conventional Project Management or of Strategy
Delivery Offices.
2
3. 3
The digital economy is driving unprecedented disruption for businesses and
governments across the globe. Global forces ranging from an exponential
technological change, steady shifts in the demographics mix, increasing
role of cities (replacing the countries as power houses) to the shift from
business executed in the “real world” to the “digital world”, have changed
the basic fundamental assumptions that structure the core value proposition
of both private and public sector organisations.
This fast changing environment has particular significance in the business
and government environments of emerging economies. The implications
are even more profound for GCC countries, where the economies are highly
dependent on fossil fuel. Organisations are facing an imperative - either take
the lead in transforming how value is delivered or lag further and further
behind in competitiveness, profits and/or citizen/consumer satisfaction.
While increasing numbers of business and government leaders across
the region acknowledge that transformation is key, the challenge they are
grappling with is precisely how to make this step-change happen. Based
on rigorous research, this white paper from ShiftIN Partners introduces
a new approach for driving transformation and one befitting the digital
age. Central to this is the establishment of what we call a Transformation
Office, led by a Chief Transformation Officer. But first we need to define
“transformation”.
The
Demands
of the
Digital
Economy
SHIFTIN PARTNERS Knowledge Library 3
4. Transformation encompasses the adaptation of an
organisation’s value proposition and business & operational
model to the fundamental changes brought by global
trends both economical and societal, digital technologies
and increasingly demanding stakeholders needs and
expectations.
Transformation nowadays is a balancing act between
adapting to new realities and maintaining the agreed course
of action. It requires organisation’s focus to the new ways of
living, doing business or providing services while it already
drives towards agreed long term achievements – strategy -
and during the execution of its key tactical and operational
action plans – projects.
From our perspective transformation can take many shapes,
from transforming business models to cater to a shared
economy to transforming the way that critical services are
delivered to residents. We categorize transformation into
three core verticals and three transversal transformations:
Core Vertical Transformations
• Turnaround / Financial: The transformation that is
driven mainly by a seriously underperforming business or
organisation: as much as anything a survival imperative
• Mandate / Core: The transformation that is driven by
changes in policy, mandates or of the Vision of the senior top
leadership (e.g., board, owner, heads of government)
• Business Model: The transformation that is driven by
fundamental changes on the value proposition and/or the
way that products/services are delivered, the markets that
are served and the cost/revenues (or value) structures.
Transversal Transformations
• Digital: The transformation driven by digitalising the
organisation’s DNA as well as key aspects (partially or fully)
of its value proposition.
• Operational: The transformation driven by changes at the
core of the operational processes in pursue of efficiency
and optimisation, usually deep rooted in supply chain
transformation.
• IT & Technology: The transformation of the current
technology and IT backbone of the organisation, driven
by an increase on demands from the business (or social)
environment
• Support functions: The transformation of legacy structures
in terms of support (such as legal, HR, finance) driven by an
increase on demands from business (or social) environments,
as well as the continuous seek for efficiency, cost reduction
and service level increase.
In practice there are no clear boundaries between these
transformations, and most likely a core vertical transformation
is pegged by a good share of transversal transformation. For
instance, the change in a business model, where an entire
new value proposition will be introduced (e.g. moving from
physical products to digital services), will be dependent on a
set of internal transformations in terms of digital, operational
and IT components.
Transformation
Described
The Transformation Office: a new organisational capability for the digital economy.4
6. When discussing transformation, we cannot but consider
strategy. As transformation, whatever the scope, represents
such a substantive change for an organisation, it will
always be anchored to the longer-term strategy. Running
a transformation program will likely be encompassed within
the span of the strategic planning horizon and transformation
initiatives (typically mid-term in nature) will be the key
strategic initiatives that deliver breakthrough performance
improvement.
For many organisations today the requirement to transform
or fail (even die) is so critical that there is a pressing need
to re-think how organisations manage such mission-critical
initiatives. Transformation initiatives bring an additional layer
of complexity that other projects do not and often have a deep
disruptive impact on the organisation’s prevailing structural
and cultural dynamic. Transformation efforts can (and most
likely will) fail if is not properly and exclusively managed as
a unique set of initiatives. Such efforts can be made without
interfering with the ongoing tactical or operational action
while maintaining the direction towards agreed strategic or
long term outcomes.
We argue therefore that there is a pressing need for a
dedicated Transformation Office, responsible for driving
such complex, disruptive change initiatives.
Why Not The Project Management Or
Strategy Delivery Office
Many would counter-argue that prevailing organisational
functions already assume responsibility for transformation
programs. Most organisations already have well-
established Project Management Offices (PMOs) and/
or Strategy Delivery Offices (SDO – often called an Office
of Strategy Management; OSM). Both are essential for
driving performance improvement, but given their inherent
complexity and criticality, managing transformation cannot
and should not be done using the same approach used for
managing projects, strategy or performance. Both offices
sustain key responsibilities that should not be compromised
through additional mid-term complexity that may distract
the organization from the agreed direction or jeopardize the
ongoing actions on the ground.
While key decision makers could be tempted to embed a
transformation program within the scope of responsibilities of
the PMO or the SDO/OSM, we would strongly advise against
this route. The PMO’s mandate is to ensure that projects are
managed efficiently and to established procedures - be they
strategic initiatives or large tactical or operational projects.
As case in point, assume the implementation of a new
finance and accounting system within an organisation: this
can, and should be, steered by the PMO. It is typically a
complex project with many involved stakeholders (internal
and external) and so robust project management disciplines
will be key to successful implementation. But this is not a
transformation initiative.
Now when it comes to strategy implementation, a major
transformational effort can be seen as a key strategic
initiative, hence the natural owner is often seen as the
Strategy Delivery Office and this is often the preferred vehicle.
However apparently logical, we argue that this is no longer a
fit-for-purpose approach.
Transformation requires large amounts of change
management, coordination of complex stakeholders, and
more importantly people committed to make it happen and
that have the right skills. Organisations can’t expect to deliver
a list of ‘transformation’, projects to the PMO and tell it to
get on with it, or expect that the SDO will do this with the
required focus, at the same time it executes its other key
processes (e.g., managing performance, strategic alignment,
managing risk, review and update the strategy, etc.). So we
argue for three distinct offices that have their own remits but
work together in driving performance.
The Need for a
Transformation
Office
The Transformation Office: a new organisational capability for the digital economy.6
7. Transformation Office: Case Examples
Consider the case of a large Government entity with a clear
Government to Citizens model, where service delivery is
critical - let’s assume a Health Organisation. If this entity
decides to shift its “business model” to a regulatory model
where all of its services are no longer delivered by them but
are spun off into a set of different entities and companies,
it will have a profound impact on the way the organisation
is managed. The transformation that this entity will have to
endure will be substantial, and the need to maintain focus
and manage change will overriding success prerequisites.
Or consider a large financial institution, which operates in
retail banking, corporate banking, wealth management and
investment banking. If the bank decides to reorganise its
operations by creating two subsidiaries - one in charge of
centralising all its operations and other in charge of re-shape
all its digital banking services - the impacts on the entire
business will be profound. The expected implementation and
the degree of change associated will be very challenging,
hence having a proper governance of this transformation
and a stand-alone structure can bring that focus and help to
navigate through complexity.
When organisations merge, as a further illustration, the
transformational process is exclusively managed by a
dedicated office to guarantee success but also to allow the
merging organisations to maintain their short term and long
term course or journey. A similar case can be considered
when a governmental organisation is privatised: value or
service provision is maintained while a complex internal -
both operational and cultural - transformation is structured
and executed.
One-Size Does Not Fit All: Positioning The
Transformation Office
Note that we are not necessarily suggesting that all
organisations will require three standalone offices - one
size does not fit all. Organisational preferences regarding
structure and culture will come into play. In many cases the
role of the PMO can be well embedded into the SDO (most
of the cases) as can, the role of the Transformation Office
(TO). What is more important is to recognise the distinct,
yet complementary roles of the three offices. Each requires
its own remit and charter, whether merged or not. By being
fully cognisant of the specific requirements from all three
offices then joined-up, impactful end-to-end enterprise
performance management becomes achievable (from short-
term operational planning, through mid-term transformation
planning to long-term strategic planning): confusion, turf-
wars and the overlapping of efforts are eliminated with the
three offices laser-focused on what it has to deliver and how
this positively impacts the organisation more broadly.
SHIFTIN PARTNERS Knowledge Library 7
8. The PMO, SDO and TO: Key focus
Focus is on steering
profound / disruptive
change. “We are
adapting to change
while remaining
relevant to our
stakeholders”
Mid-term, focusing
on complex initiatives
that profoundly
impact operations and
strategy.
Based on strategic
planning, the shaping
of mid-term plans
driving significant
change.
Performance managed
by project milestones
as well as for
strategic/operational
KPI achievement
Co-operate and
actively engage
stakeholders within
the transformation to
make the change
Deep understanding
of technology,
change management
and a knowledge of
present and emerging
disruptive elements.
Focus is in
delivering value and
manage strategy
implementation.
“We are gradually
realising our expected
outcomes”
Long-term, focusing on
delivering the ultimate
strategic vision
Big picture planning:
ensuring that
projects, processes
and actions are always
aligned to the strategy
Performance managed
by overall results
achieved and outcomes
delivered (strategic
KPIs)
Communicate and
engage stakeholders
for strategic reasons:
align everyone to
successfully execute
the strategy
Deep understanding
of Strategy Execution,
Performance
Management and
associated skills
Focus is in achieving
project efficiency.
“Our projects are on
time and on budget”
Typically short-
term, focusing on
operational/tactical
change. Though has
a role in ensuring
efficiency of longer-
term initiatives
Planning and execution
of work on projects/
initiatives and
deliverables
Performance managed
by project/initiatives
milestones achieved
Communicate and
engage stakeholders
for operational
reasons: run projects
without disruption
Deep understanding of
project management
world
Main Focus
Timespan
Approach
to planning
Approach
to performance
management
Stakeholder
& communication
Main skills
required
Project
Management
Office
Strategy
Delivery
Office / Office of
Strategy Management
Transformation
Office
The Transformation Office: a new organisational capability for the digital economy.8
9. Regardless if it is a business model transformation, an IT
transformation, or any other type of transformation, the TO
performs three core processes:
Global Steering
Anchored to the longer-term strategic vision, the more mid-
term transformation efforts must be well designed, managed
and subjected to effective governance models. Key sub-
components of Global Steering include:
. Architect Of Transformation
Given the inherent challenges and complexities and resource
requirements it must be clear from the outset how the
transformation initiative supports ultimate strategic goals.
Also critical is the design of a robust governance mode for
the duration of the effort.
. Coordination And Custodian Of The Transformation Plan
To steer successful execution a well-designed transformation
plan is required that is ‘owned’ by the Transformation
Office and has clearly identified roles, responsibilities and
accountabilities.
. Risks Management During The Transformation
It is important that the key risks that might derail the
transformation effort are identified, monitored and mitigated
through a risk management methodology.
Transformation Management
For the Transformation Office, process management has to
be considered through the transformation lens. This is quite
different to classic approaches to process management or
improvement. Key sub-components of this Transformation
Process Management include:
. Assess Trends And Technology That Hinders/Boost The
Transformation
A critical, and differentiated capability of the Transformation
Office is the ability to constantly monitor disruptive trends and
where appropriate apply proactive or reactive interventions
to counter/exploit these trends. In particular technological
trends and disrupters appear on the TOs radar screen.
. Identify Process That Need To Be Changed
Be they dealing with trends or disruptors or transforming
existing processes within the organisation, the TO identifies
those processes that have the greatest impact on the
transformation effort.
. Re-Design Processes That Support Transformation
The identified processes need to be redesigned to deliver to
the transformation goals. Clear as-is a to-be states need to
be described, with clarity around how these will be bridged.
Change And Stakeholder Management
A transformation initiative will always be a major change
program impacting multiple stakeholders. Failure to
recognize this reality will lead to marginal, if any, success in
delivering to the transformation goals. Key sub-components
of Change and Stakeholder Management include:
. Communication Planning
At the outset of a transformation initiative it is critical that a
strong communication plan is created, with clarity around
the messaging vehicles to be used for different audiences:
from face-to-face to digital. Although the overall message
needs to be consistent the language will differ according to
audience needs.
Transformation
Office
Framework
SHIFTIN PARTNERS Knowledge Library 9
10. . Stakeholder Engagement
As transformation profoundly impacts multiple stakeholder
groups, there must be a clear plan and process for ensuring
buy-in and engagement. Questions such as “how does this
affect me?” “how does this help me deliver greater value?”
and “what do I need to do?” need to be addressed.
. Capabilities Building
Transformation, by implication, requires upskilling of current
organisational capabilities and skills and/or the inculcation of
new ways of working.
. Change Management
Underpinning everything above is the recognition that
transformation is about change. It is by design a change
program. Transforming structures, processes, introducing
new technologies etc., can be extremely disconcerting to
an organisation and its employees. Carefully and sensitively
managing this change is paramount for success and
something the TO must always keep front-of-mind, especially
when they get engrossed into the more technical aspects of
transformation.
Communication
planning
Stakeholder
Engagement
Capabilities building
Change management
Assess Trends and
Technology that
hinders/boost the
transformation
Identify processes
that need to be
changed
Transformation
Management
Re-design processes
that support
transformation
Architect of
Transformation
Coordination and
custodian of the
transformation plan
Risks management
during the
transformation
Global
Steering
Transformation
Management
Change and
Stakeholder
Management
TRANSFORMATION
OFFICE
The Transformation Office: a new organisational capability for the digital economy.10
11. As the ultimate responsible of the Transformation Office, we
suggest a Chief Transformation Office (CTrO), who will be
well versed to perform four main macro roles: become the
transformation architect, provide digital expertise, manage
key stakeholders and act as positive disrupter.
It is important to emphasise that we are not positioning
the CTrO as a permanent C-Level role. In keeping with
broader changes that will be required to drive agility in
the digital economy, the CTrO position can be established
in an ephemeral time span, usually across the life of the
transformation. To an extent, the role of the CTrO mimics
the role of the head of a new product (such as the head of
a new product device in mobile communications) or when a
new disruptive project is launched (e.g., the head of a new
space mission).
1. Transformation Architect/Planner: Defining
and planning a transformation program is
similar to defining and planning a large urban
development: the ideas, concepts and master
plans put in place, once executed will have
profound impacts on the citizens/residents
of the urban development. Same with a
Transformation Office: the definition of the
Transformation (which will usually come from
the new strategy) and its implementation details
will have deep impacts in all the employees
as well as in a wide range of stakeholders
(from suppliers to clients). The office should
act as the Transformation Architect and
Transformation Planner, which from the outset
incorporates an understanding of the feasibility
and usability of the plan.
2. Digital Savvy Expert: While we believe
there is not such concept as a digital strategy,
just strategy in a digital world, it’s a must for
the officer to be digital savvy in order to be
able to cope with all the technological of the
transformation.
3. Stakeholders Manager: Change is
embedded in transformation, and the degree
of change that needs to be properly managed
in the implementation will be significant and
must not be underestimated. Having sound
change management processes and equally
robust stakeholder management processes
are not just an important role of the officer, but
perhaps the most critical role.
4. Positive Disrupter: The ‘positive disrupter’,
is perhaps the most challenging of the four
roles. This consists of challenging the status
quo of the organisation structures (and its
stakeholders) without antagonising the different
responsibles (e. g., executives/managers) that
are being disrupted.
Role of
the Chief
Transformation
Officer
SHIFTIN PARTNERS Knowledge Library 11
12. The Transformation Office: a new organisational capability for the digital economy.12
As we sequence through the early decades of what
is being called the ‘digital economy’, organisations
(be they commercial or government) are challenged
to adapt structures and working practices to the new
realities. The demands are heavy and unprecedented
and how organisations will be reconfigured going
forward is still work in progress – and will be for some
time.
But what is already glaringly evident is that agility and
the required focus on transformation will become
hallmarks of the most successful organisations -
and increasingly a perquisite for survival. Building
the structures, governance and process models that
make transformation a core organisational capability
will become an organisational ‘must-have’. A
dedicated Transformation Office, that is distinct to a
more conventional Project Management or Strategy
Office, is, we argue, a critical step in building this
must-have capability.
Call to Action /
Transformation
Implementing the
Transformation Office
The implementation of an office to manage
transformation is on its own is a complex process,
which requires accurate planning and master
execution. Once the transformation intent is defined
at the strategy level then, and based in our experience,
a Transformation Office implementation span ranges
between five to eight months (depending on the type,
size and characteristics of the organisation) and
is divided in three different stages: Design Phase,
Establishment Phase and Operation Phase.
The design phase spans across 1.5 to three
months, and the establishment phase between
3.5 and five months. In both phases the TO
organisation structure is defined, the transformation
management methodology decided, the project
portfolio management governance (and interactions
with other areas -in particular the PMO and SDO)
and the tools needed to manage the transformation
identified.
13. Rafael Lemaitre – Partner and
co-founder at ShiftIN Partners.
A seasoned strategy management
consultant who has led projects in a
variety of industries and cultures in
the Americas, Europe and the Middle
East. His areas of expertise are Strategy
Execution and Innovation Management.
He holds a MSc by the Rotterdam
School of Management, and currently
is pursuing a PhD on Innovation at the
United Nations University – Maastricht
Economic Research Institute on
Innovation and Technology (UNU-
MERIT).
You can reach Rafael at
rlemaitre@shiftinpartners.com
James Creelman – Founder Creelman
Strategy Alliance
James Creelman is an author,
practitioner and advisor specialising in
strategy management and the founder
of Creelman Strategy Alliance. Having
advised corporations across the globe,
he is a recognised thought leader in the
Balanced Scorecard and related fields.
He is the author of 24 in-depth research-
based management books, including
Doing More with Less: measuring,
analyzing and improving performance in
the government and not-for profit sector,
(Palgrave Macmillan, 2014), Risk-based
Performance Management: integrating
strategy and risk management (Palgrave
Macmillan, 2013) and Creating a
Balanced Scorecard for a Financial
Services Organization (Wiley & Sons,
2011).
You can reach James at
james.creelman@gmail.com
Roberto Wyszkowski –Partner and
co-founder at ShiftIN Partners.
An entrepreneur, experienced practitioner,
trainer and management coach in
the fields of Strategy Planning and
Execution, Performance Management
and Innovation. He has trained and
coached over a thousand managers
in both for profit and non for profit
organisations across the world. Chemical
engineer with an M.S. in Environmentally
Sustainable Process Technology and
postgraduate studies in Finance and
Statistics at Northwestern University
(Chicago, USA).
You can reach Roberto at
rwyszkowski@shiftinpartners.com
About The Authors
SHIFTIN PARTNERS Knowledge Library 13
14. ShiftIN Partners is a leading strategy management consulting firm
focused on helping clients manage strategy and innovation programs
that enable the organisation to achieve the necessary Shift, working from
withIN.
With decades of accumulated experience from around the world, our
consultants have a track record on helping organisations in the emerging
markets to overcome the challenges related to strategy execution. We are
recognised for our obsession towards implementation, simplification and
results.
ShiftIN Partners has Offices in Abu Dhabi, Dubai, Riyadh, Chicago and
Lisbon.
For more information visit:
www.shiftINpartners.com
@shiftINpartners