1. Transformation Methodology
Value at the intersection of culture, strategy, process, and technology
Methodologies are the roadmap to shift from a current state to a target state. Value is derived
when culture, strategy, process, and technology intersect and well-defined transformational
goals are achieved. The key to success is defining target states worthy of achievement. The
proposition is that target states must be aligned to a mission that accurately defines and
uniquely positions the business/corporation. Furthermore, the mission should embody positive
values that promote human dignity, growth, and collaboration. A common purpose for all
employees provides ultimate direction in decision making. It answers the question, “Is this the
best approach for the company and is it consistent with our goals?” From this starting point,
aspirational target states should be actively pursued and rigorously sustained. The following
methodology is designed for a whole-company perspective, but the same approach is equally
effective at the division, department, or project level.
The initial methodology process step is to gain a thorough understanding of the vision
(Envision) and purpose of a business/company. A concise, easy-to-understand mission is
critical to success. Most companies have a mission statement in place and a process that is
followed for confirmation. Prior to target setting, the company mission statement should be
validated to confirm the mission’s currency and the correlation to the company trajectory. This
is accomplished by interviewing the senior management team. These 30 minute interviews
(Discovery) focus on the mission, mission goals, vision, and culture definitions of each of the
key leaders. Upon completion there will be a better understanding of the alignment of the
leadership group. Very often a mission workshop is necessary to create or adjust areas of
agreement and more importantly, disagreement. This workshop will establish the baseline from
which the company and leadership can move forward.
Upon reaching clear definition (Define) and consensus, the creation of target states
commences. Interviews with the senior management (60 minutes) and appropriate lead
influencers will be held. The focus of the interview is to further understand the current state
and potential target states, and to validate roles and responsibilities of each individual. This
supports the creation of a Responsibility Assignment Matrix (RACI), so that alignment and more
importantly gaps are identified. Once the interviews are complete, a one or two day workshop
should be held. By utilizing the current state definitions, potential target states, gaps, and the
RACI matrix (with roles and responsibilities), the workshop team can then further refine the
current state and target state. The ultimate goal is to create a prioritized set of targets, clearly

2. defined roles and responsibilities, and create an internal group to lead the change. This group
will develop recommendations, a strategic roadmap, and the governance model.
Subsequently, a Pilot should begin, with the objective to determine what works best within the
specific company. The pilot should incorporate process and people improvement, technology,
and simultaneously promote the company mission, core values, and shared vision. It should
also have quick, measurable and positive results. The goal of the pilot is to not only understand
the best approach for the larger roadmap, but to create enthusiasm for the company’s
transformation – enabling expanded scope, assuage fears, energize, and gain commitment
throughout the company. During this time, communication is very important and
demonstrating results will create and enhance a positive environment. Once a few (one to
three) pilots are complete and there is an understanding of effective implementation, a
Prototype of the larger roadmap can begin. The prototype/s should finalize the Agile project
methodologies, education approaches, communication vehicles, employee measurements and
financial rewards and incentives. Performance measures, such as KPIs, should be established to
validate the broader rollout of the full roadmap.
The remaining agenda is the full Deployment of the Transformational roadmap and Sustaining
all the new target states. Retrospectives should be done after each major milestone to
continuously evaluate success and re-evaluate current states, target states, and gaps. A
roadmap never finishes, and must be an integral part of the ongoing process of continuous
improvement to refine culture, vision, mission and goals. The ultimate goal is to be better, to
never be satisfied -- and to simultaneously appreciate success and to value the collaborative
achievements. The target state is the common purpose and vehicle to work together in
creating something larger than the individual. It is how to make a company great while
celebrating individual achievement.
It is paramount that the company mission and target states embody positive values that
promote human dignity, growth, and collaboration. Companies must be the organizations that
we all want to create and where we want to work.
Below is a summary of the main elements of this methodology:

3. Transformation Methodology
Value at the intersection of culture, strategy, process, and technology
 Envision
o Mission;missiongoals;vision;culture definition;vision/missionworkshop
o Define targetstate
 Discovery
o Documentcurrentstate
o Assess currentstate
o Gaps to target state
o Prioritize gaps
 Define
o Developrecommendations
o Developstrategicimplementationroadmap
o Developgovernancemodel
 Pilot/Prototype/Validate
o Processes
o People improvement
o Technology
o Investment
o Communicate mission,core values,andvision
 Deploy/Transform
o Rolloutstrategy/plan/roadmap
o Performance measures(KPIs);dashboard;evaluations;statustracking
o Financial Model
o Education
o Employee measurementandfinancialrewards
o Optimization
 Sustain
o Retrospective
 Evaluate success
 Vision/missionworkshop
 Target state vs.current state;gaps
o Ongoingprocessforcontinuousimprovement/delivery