1. Business change lifecycle - a financial services provider
We were contacted by the new Programme Director who had been in her role for only a few
weeks but had already decided that existing processes successfully achieved project delivery
but provided little guidance on how to plan and implement changes in the business
functions so that the deliverables could be integrated into business as usual. Initial
discussions with project managers and operational managers identified a very low level of
understanding about change management with many believing that, as change was driven
by projects, any change activities were the responsibility of the project managers.
Maven developed a business transformation framework, similar in structure to the project
framework in use across the organisation. We communicated to a wide audience a standard
set of change activities that could be applied to projects and programmes across multiple
business units irrespective of the types of change taking place. The workshops were
structured so that the participants took ownership of the outputs and for creating their
business change lifecycle.
The business transformation framework has now been implemented across the organisation
and is becoming accepted business practice. Reference to this governance framework is
appearing in other initiatives so that it is considered when ideas are discussed for new
projects, office moves, changes to procedures etc.
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