This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/organisational-transformation-framework-1295 BENEFITS OF DOCUMENT 1. Sample deliverable for Organisational transformation framework for any organisation wide initiative 2. Company wide transformation initiatives can be kick started with the same 3. Pre-sales material for selling organisational transformation engagements DOCUMENT DESCRIPTION Organization Transformation fundamentally shifts underlying operating models with a goal of creating substantial business a Dilbert cartoon the eponymous office hero casts his satirical eye over the process of organisational transformation, concluding it is carried out by non-communicative morons. But are the problems really down to management style and lack of communication or is there a deeper malaise for managers? A major challenge for managers today is lack of time to think and do things differently. But with day-to-day operational tasks and a focus on short-term results rather than strategic innovations taking up all their time, what then about securing the future? What do they do when the environment changes? Understanding the process of organisational transformation and establishing the critical success factors for achieving change is of practical value for managers of any large organisations faced with the need to adapt to radical changes in the environment. Below are the three key stages for managing organisational transformation along with the critical success factors for managing change at each stage.

1. Organization Transformation Framework
An Approach
1

2. Govern the Transformation Portfolio and Roadmap
Envision
Future State
and
Roadmap
Assess
Business
Value
Opportunities
Blueprint Execute Operate
Align Leaders to Drive Transformation
Sustain
Business
Value
Measure Journey Progress and Monitor
Business Value Realization
Establish Change Capability
and Manage Change
Implement Detailed Operating
Model and Capabilities
Engage and Commit
Implement Business Processes
Mobilize
Transformation
Team and
Resources
Design
Conceptual
Operating Model
and Capabilities
Design
Business
Processes
Board-level
(stage gate)
commitment
Organization Transformation Framework
Key Activities within Disciplines
4
• Confirm company’s strategic
direction and priorities
• Assess current-state performance
Identify value creation opportunities
and value levers
• Develop a high-level business case
and value realization model.
• Confirm with C-suite the value in
undertaking a transformation
• Align company’s top executives around the
program’s vision, guiding principles, intended
business outcomes and initial roadmap
• Keep leaders aligned and informed throughout
the transformation
• Define the governance structure for the transformation
• Define the transformation roadmap for how the company will
reach its vision
• Determine the sequence and pace of portfolio projects
• Balance the transformation agenda with ongoing business
activities and market demands
• Define transformation vision, objectives
and outcomes
• Define business case KPIs and
operational levers
• Establish the transformation timeline
• Determine transformation governance
structure and partnership model
• Define transformation structure,
including the portfolio, program and
projects needed to achieve the
business case
• Design high-level operating model
Define the conceptual operating model and
capabilities, including:
• Culture and behaviors
• Organizational structure
• Capabilities
• Decision rights
• Leadership/governance
• Technology
• Metrics
• Sustainment model and organization
Define the detailed operating model and
implement it, including:
• Culture and behaviors
• Organizational structure
• Capabilities
• Decision rights
• Leadership/governance
• Technology
• Metrics
• Sustainment model and organization
Board-level approval to pursue the
organization transformation and commit
the funding and resources for it
• Define a common approach / methodology for change
delivery
• Establish an aggregated, portfolio-level view of change
• Support development of organization-wide Change
Networks across multiple projects
• Manage portfolio level organizational change activity
• Manage change for the specific programs and projects
in the transformation portfolio
• Measure the transformation’s progress using predictive change
analytics like Accenture Change Tracking
• Define and implement tactical plans to measure and track benefit
achievement
• Define KPIs by operating group
• Break-down business case targets for specific BUs and functions
• Align the value realization timeline with the transformation roadmap
• Establish tools to track and measure results
• Align leadership’s goals with new targets
• Measure and track business case results and adjust course
• Define and
operationalize
sustainment and
continuous
improvement of
business outcomes
of transformation
• Transition
transformation
leaders and team
into the future state
operating model
• Establish transformation team, program
structure and governance model
• Define talent management strategy for
transformation program team;
• Recruit and onboard resources
• Create transformation brand identity
• Launch the transformation
Design the detailed business
and operating processes to
support the new operating
model and capabilities
Implement the detailed business and
operating processes to support the new
operating model and capabilities
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3. Organization Transformation Framework
Discipline Descriptions
7
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4. • Implement Detailed Operating Model and Capabilities: This discipline executes the enterprise future-state
operating model needed to achieve the transformation objectives. Executing the operating model includes the:
– Culture and behaviors
– Organizational structure
– Capabilities
– Decision rights
– Leadership/governance
– Technology
– Metrics
– Sustainment model and organization
• Implement Business Processes: This discipline implements the detailed business and operating processes to
support the new operating model and capabilities.
• Establish Change Capability and Manage Change: This discipline establishes the appropriate level of change
capability across the transformation portfolio to achieve the pace and outcomes defined by the transformation’s
governance team. It also addresses the transformation-level and project-specific change management activities that
need to occur to implement the transformation and its projects and ensure adoption of the new ways of working. This
discipline provides things such as: (1) a common approach / methodology for change delivery – and quality assurance
against the same; (2) the aggregated, portfolio-level view of change; (3) supporting development of organization-wide
Change Networks across multiple projects; (4) portfolio level management of organizational change activity, such as
overarching transformation communications and portfolio-level business readiness activities with management of a
number of projects that may hit the same end users; and (5) the change management activities such as training,
communications, role/job alignment, etc. that are needed for the specific programs and projects within the
transformation portfolio (e.g., systems implementations, process changes, etc.). In addition, this discipline is
responsible for supporting change practitioners across the projects through a Change Management Center of
Excellence and/or community of practice to share approaches, lessons learned, etc.
Organization Transformation Framework
Discipline Definitions – Execute Phase (1 of 2)
10
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