Transformation module covering SWOT analysis with heatmap, Assessment of where we are and Baseline to start transformation.

1. :Bersama Untuk Pelanggan
Transformation
planning
Assess cultural
values
Baseline
results & start
dialogue
Transformation
management
plan
Road map for
scorecard
development
Team list
ghazali.mdnoor@gmail.com
(1105687-U)
MODULE 0 WORKSHOP
29-Jan-16

2. Icebreaker
15 minutes
End
Individual Exercise (15 mins)
There are 4 flipcharts around the room
1. What are you leaving behind to be here today?
2. What do you want to take away from today?
3. What are you offering to the group today?
4. How would we like to work together today?
Visit each in turn & add your comments

3. Ground rule games
Listen to others
Don’t put other people down
Respect Confidentiality & Trust
Show Respect
Don’t Interrupt others
Try to accept others views
Classroom Procedures and General
Information
The Bathrooms are where
The Break Refreshments include:
The Room for Lunch is where
Lunch menu
A vegetarian option is offered
Cell phones on off
Please don’t email or text during course

4. At the end of this course
participants will be able to
Clearly define the complete
Transformationning
process
Explain how to create and execute a strategic
plan
Provide a common model that the entire
organisation can follow

5. What is Change v What is Transformation
 Transactional
 Adapting
 Doing more / less
 Reversible
 E.g. policies, skills
 Revolutionary
 Fundamental
 Leadership culture
 Strategy & mission
 No going back!
Transformation
is a new way of being
Change is doing
things differently
5
A shift in behaviour A shift in values

6. 1. Who We Are:
Put Customers First
Highest Quality Shortest Lead Time
Lowest Cost
According to that PricewaterhouseCoopers industry overview report, nearly all executives (90%) are in
agreement that there are 6key priorities for digital transformation success in 2020:
2. The Bank
Is Changing:
To Digital Banking
3. The Buck
Stops Here:
Simplify Business
and Operating
Models
4. Out Of The Box: Tools & Guidance
5. Going The Extra Mile: Innovations
6. Proactively Manage Risk, Regulation and
Capital Expenditures
Efficient use of:
 People
 Equipment
 Material
 Space
 Improve process
capability
 Minimize variation
 Manage
abnormality
Make Value Flow by Eliminating Errors and Waste
VALUE STREAM MAPPING
(VSM)
Retail Banking 2020: Evolution or Revolution, over half of senior retail banking executives
believe non-traditional financial service providers are a threat to traditional banks6

7. A personal journey
Every person is on
an evolutionary
journey of
psychological
development
Surviving
Conforming
Differentiating
Individuating
Self-actualizing
Integrating
Serving
7

8. Proposed approach: Target Audience
No. of
days
Module 0:
Programme Launch
All staff in junior and middle levels
Develop detailed master project plan
Establish resource plan and select project team members
Build communications plan
Design approach for branch inventory exercise
Select pilot branches
~4
weeks
Module 1: Demonstrating
OE Excellence
Branch Managers & Senior Officers
Launch branch inventory team to collect branch data
Build ‘as-is’ baseline branch capacity planning model
Redesign branch processes and determine processes for centralization
Enhance functionality for self-service channels
Develop optimal branch scheduling based on customer demand patterns
Pilot and refine improvements in select branches
Develop rollout plan for network-wide implementation
~6
months
Module 2:
Scaling And Embedding
Bank personnel who are relatively new to the profession
Launch back-office inventory team to collect operations data
Build ‘as-is’ baseline operations capacity planning model
Redesign credit and operations processes with ‘lean’ methodology
Design and establish national and regional operations hubs to support branches
~6
months
Module 3:
Continuing Programme
Support
Project Managers, Operation Managers, Project Leaders, Team Leaders, Project Engineers, IT Consultants and HR
Managers etc.
Budget review and support
Communications for all key stakeholders
Monitor progress
Advise on change management approach
(on-
going)
8
How you measure success…

9. Leadership
Information
and Analysis
Strategic
Planning
Human
Resource
Capital
Process
Management
Quality and
Operating
Results
Customer
Satisfaction
Total Points
Maximum Score 95 75 60 150 140 180 300 1000
Your Assessment Score 59 50 39 98 30 127 204 607
Your Assessment
Percentage
62% 67% 65% 65% 21% 70% 68% 61% Colour Scoring:
Customers & clients
Percentage
52% 67% 65% 65% 75% 70% 68% 67%
Good overall
score
Associates Percentage 41% 67% 65% 45% 75% 70% 68% 63%
Caution -
needs to
improve
Compliance Officers &
Risk Managers Percentage
62% 100% 65% 19% 7% 7% 68% 43%
Poor - needs
major
improvement
Technology Associates
Percentage
62% 67% 65% 65% 75% 70% 68% 68%
Marketing Executives
Percentage
62% 67% 65% 65% 75% 15% 68% 58%
Shareholders/ Members
Percentage
21% 67% 53% 65% 75% 70% 68% 64%
The Culture Transformation
Process
Start with a values survey
Campaign
Message
Training Delivery
Customer
Benefits
Assess
cultural
values
Baseline
results and
start
dialogue
Components
to prioritize
values
Detailing
behaviours
Evaluate
culture
development
plan
Focus
on changes
and
programmes
9

10. 10
Assess
Cultural Values
Leadership
Information
and Analysis
Strategic
Planning
Human
Resource
Capital
Process
Management
Quality and
Operating
Results
Customer
Satisfaction
Total Points
Maximum Score 95 75 60 150 140 180 300 1000
Your Assessment Score 59 50 39 98 30 127 204 607
Your Assessment
Percentage
62% 67% 65% 65% 21% 70% 68% 61% Colour Scoring:
Customers & clients
Percentage
52% 67% 65% 65% 75% 70% 68% 67%
Good overall
score
Associates Percentage 41% 67% 65% 45% 75% 70% 68% 63%
Caution -
needs to
improve
Compliance Officers &
Risk Managers Percentage
62% 100% 65% 19% 7% 7% 68% 43%
Poor - needs
major
improvement
Technology Associates
Percentage
62% 67% 65% 65% 75% 70% 68% 68%
Marketing Executives
Percentage
62% 67% 65% 65% 75% 15% 68% 58%
Shareholders/ Members
Percentage
21% 67% 53% 65% 75% 70% 68% 64%

11. Stakeholder Needs
Customers &
clients
Consistent banking experience
Best products, advice, and service
Additional features and services
Receipt of debit cards for out of state accounts
Nationwide linking and servicing of accounts
Single point access to bank and brokerage statements and accounts
Combined banking statements
“Relationship pricing” across all BR states
Combined overdraft protection from savings and checking
Little to no impact felt during system conversion
Associates
Simplified service platform
Single set of processes and procedures across the banking system
Minimal amount of complex training
Quality online experience
Compliance
Officers & Risk
Managers
Simplified ability to make system changes in fluctuating regulatory environment
Reduction in operational risk
Technology
Associates
IT support cost reduction
Decrease in custom infrastructure
Reduced development costs
Marketing
Executives
Single marketable platform
Ability to offer “advanced features and services”
Flexibility to respond to changing market demand
Shareholders/
Members
Long‐term, consistent returns (dividends, capital appreciation)
Quality balance sheet
Risk management
11
Baseline results and
start dialogue

12. Components
to prioritize values
PERSONAL VALUES
Which of the following values/ behaviours most reflect who you are?
Pick ten.
CURRENT CULTURE
Which of the following values/ behaviours most reflect how your
organisation currently operates? Pick ten.
DESIRED CULTURE
Which of the following values/ behaviours most reflect how you would
like your organisation to operate? Pick ten.
12

13. Detailing
behaviours
Transformation Measurement Plan
Evaluation measures set early
eSurveys, face-face interviews
L&D forum - budget, quality, priorities
Facilitative leadership role
Keep case studies & stories
Don’t compromise on lessons learned
13

14. Business Goal Communication Objectives Communication Strategies Possible Deliverables and/or Tactics
Collect case studies and best practices
Outline guidelines and boundaries for tone and
behavior in social media
Outline criteria for social media content (e.g. why
one topic, product, or project may be more
appropriate than another)
Define roles and responsibilities for social media
participants (e.g. Develop moderator
responsibilities, Create expectations for contributors;
Explore/recommend options for posting - individual
vs. ITS)
Social media channels
Facebook
Yammer
Twitter
Staff support structure
Assign a comm team moderator to each channel
Recruit and train ITS contributor group
Support process and workflow
Involve Help Desk
Establish levels of approval for contributions and
postings
Investigate technology capabilities -firewalls,
access to channel, and secuirty issues
Explore Hootsuite for workflow, team collaboration,
and analytics for all channels
Internal (ITS) marketing plan
Newsletter
Managers Meeting
AVPLT
External marketing plan
Web badges
QR Tags
Special events (e.g. orientation)
Partnerships
Target each channel for a particular audience Facebook
Deliver content of significance to the channel's
audience
Strategically place links and keywords
Develop a posting/monitoring schedule
Create and implement a social media presence for
ITS, which focuses on raising visibility and
influencing perception of ITS products and services,
as well as strengthening ITS relationships both on
and off campus.
Tailor content, messages, and features in each social
media channel to: *Become more responsive to ITS
customers/clients
* Increase awareness of ITS products and services
*Drive customers/clients to ITS website
*Build connections with ITS customers/clients
Focus on messages for students
- Choose name for fan page
- Select the best URL (ability to choose vanity
URL)
- Open page and set up profiles and privacy
- Write text for “About” box
- Include links and important keywords in info tab
- Post direct links to ITS websites in the Page’s
stream.
- Invite friends – import from outlook, webmail, etc.
- Determine measurement variables and set-up
analytics.
- Prepare status updates, links, photos, videos for
future posts
- Develop special deals, discounts, or giveaways
with ITS products and service providers to build
followers
Promote ITS Brand
Problem Statement: Research and statistics show that social media is an important emerging channel for communications. Industry research suggests there are significant numbers of our target audiences (faculty,
students, and staff) currently engaging in social media. However, ITS does not currently have a social media strategy to coordinate and guide social media participation on behalf of the organization. As a result, ITS is
missing the opportunity to raise visibility, influence perception, and strengthen relationships. Furthermore, the potential to develop a negative and/or damaged reputation exists without policy, strategy and guidelines.
Create and implement a social media presence for
ITS, which focuses on raising visibility and
influencing perception of ITS products and services,
as well as strengthening ITS relationships both on
and off campus.
Align and coordinate ITS participation in social media.
Social Media Policy & Guidelines
Create a framework for that ITS can use to
manage its presence and participation in social
media.
Create and/or provide social media tools and
resources.
Share and promote social media channels.
Evaluate culture development
plan
Background
Concept
Messaging
Campaign overview14

15. Drivers and Phases
Module 0:
Programme launch
Module 1:
Demonstrating OE excellence
Module 2:
Scaling and Embedding
Module 3:
Continuing programme support
1. Who We Are:
Put Customers First
Environmental scan
Situation – Past, Present and Future
Successful Organisational
Effectiveness (OE) projects
HQ and branches policy and
programme changes
Formal OE evaluation and practice changes
2. The Bank Is Changing:
To Digital Banking
Background information:
Significant Issues
Mission & Vision Performance Measurement Performance Management
3. The Buck Stops Here:
Simplify Business and
Operating Models
Transformation Roundtable
Membership committees and task forces
A series of roundtables that actively
support these efforts
Member-driven groups providing
concrete support to these efforts
A Communities of Practice website
Review Progress – Transformation Scorecard
4. Out Of The Box:
Tools and Guidance
Situational analysis
Align / Fit with Capabilities
Pilots Values / Guiding Principles
Transformation toolkit and ongoing
support to those Major Goals
Targets / Standards of Performance Continuously improved versions of the business model
5. Going The Extra Mile:
Innovations
SWOT – Strength’s, Weaknesses,
Opportunities, Threats
Innovation Centre Concept Papers
Specific Objectives
Raise the Locals Voice cases
Initiatives and Projects
Evidence based/informed practices
Take Corrective Actions
6. Proactively Manage Risk,
Regulation and Capital
Expenditures
Gaps
Open Letter to policymakers setting the
framework
Champions, positive press and
consumers
“Scoring” policy and programme
recommendations and changes
Action Plans Feedback upstream – revise plans
Focus on changes and programmes
Assess
cultural values
Baseline
results and start
dialogue
Components
to prioritize values
Detailing
behaviours
Evaluate
culture
development plan
Where we are Where we want to be How we will do it How are we doing
Focus
on changes and
programmes
15

16. Who we are
Sharing The Message map
Campaign
Message
Training Delivery
Customer
Benefits
Transformation customers have
maximized enterprise value and
reduced maintenance costs. They
also achieved increased visibility,
greater control, more agile
change enablement, more
reliable performance and greatly
reduced risk. Measure Employee
performance across
multiple indicators.
Doing infinitely more
with less.
16

17. 18

18. 19
Identify Key
Themes Driving
the Strategy
Build the Strategic
Linkages
Determine KPIs
and Targets
Select Priority
Initiatives
Plan for
Implementing
Define
Strategic
Destination
Who Is
Responsible?
Assess
cultural values
Baseline
results and start
dialogue
Components
to prioritize values
Detailing
behaviours
Evaluate
culture
development plan
Focus
on changes and
programmes
Where we are Where we want to be How we will do it How are we doing
Building a transformation
scorecard (process overview)

19. 20
The Pilot Analogy
Skilled pilots are able to process information from a
large number of indicators to navigate their aircraft.
Yet navigating today’s organisations through complex
competitive environments is at least as complicated
as flying a jet.
Why should we believe that executives need
anything less than a full battery of instrumentation for
guiding their organisations?

20. Why do Transformation?
If you fail to plan, then you plan to fail – be
proactive about the future
Strategic planning improves performance
Counter excessive inward and short-term thinking
Solve major issues at a macro level
Communicate to everyone what is most important
Fundamental questions to ask
Where are we now? (Assessment)
Where do we need to be? (Gap / Future End
State)
How will we close the gap (Strategic Plan)
How will we monitor our progress (Balanced
Scorecard)
21

21. A good Transformation should . .
Address critical performance issues
Create the right balance between what the
organisation is capable of doing vs. what
the organisation would like to do
Cover a sufficient time period to close the
performance gap
Visionary – convey a desired future end
state
Flexible – allow and accommodate change
Guide decision making at lower levels –
operational, tactical, individual
22

22. 24

23. The organisation and the
environment
25

24. Assessment Model:
S W O T
External Assessment: Marketplace,
competitor’s, social trends, technology,
regulatory environment, economic cycles .
Internal Assessment: Organisational assets,
resources, people, culture, systems,
partnerships, suppliers, . . .
• Easy to Understand
• Apply at any
organisational level
• Needs to be Analytical
and Specific
• Be honest about your
weaknesses
Good Points Possible Pitfalls
SWOT SWOT
26

25. USE SWOT to form Strategies
Opportunities Threats
S
T
++ Invest
Clear matches of strengths and opportunities lead to
comparative advantage
Famous Lao Handicraft + Lao Connection abroad
+- Defend
Areas of threat matched by areas of strength indicate a need to
mobilize resources either alone or with others.
W
n
-+DECIDE - +
Areas of opportunity matched by areas of
weakness require a judgement call: invest or
divest; collaborate.
--DAMAGE CONTROL - -
Areas of threat matched by areas of weakness indicate
need for damage control or divest.
27

26. 28
This workbook includes seven
tabs covering each category

27. 29
General breaking points in
percentage scoring:

28. 30
Summarize Leadership Score

29. 31
Summarize Customer Scores

30. 32
The 91 criteria fall into 7
categories, as summarised below:

31. 34

32. 35
E-V-R congruence

33. Gap Analysis
Baseline / Org Profile
Challenges / SWOT
Benchmark
Gap = Basis for Long-Term
Strategic Plan
36

34. 37
Strategic thinkingStrategic thinking
ENVIRONMENT
Key success factors
WHERE ARE
WE NOW?
• Position
• Relative
success
VALUE
‘The Process’
RESOURCES
Skills and
capabilities
WHERE DO
WE WANT
TO REACH?
By when?
Plans and
actions to
reach
targets

35. 38
Strategic effectiveness & EVR
congruence

36. :Bersama Untuk Pelanggan
Transformation
professionals as a
business partner
How we help you
with your
Transformation
About us
ghazali.mdnoor@gmail.com
(1105687-U)
MODULE 0 WORKSHOP
29-Jan-16

37. 40

38. 41
Project work plan

39. 42
All measurements used in the
transformation database

40. 43
Review and score all measurements
used in your scorecard model

41. 45

42. Road map for
scorecard development
Assess
cultural values
Baseline
results and start
dialogue
Components
to prioritize values
Detailing
behaviours
Evaluate
culture development
plan
Focus
on changes and
programmes
Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
46

43. 47
Theme/
Perspective
Objective Measure
Target
Initiative
Do we have
the correct
causal
links?
Does objective
reflect the
intent of our
strategy?
Is measure
driving the right
behaviour?
Is target
wrong?
Why meetings
not meeting
targets
Is
initiativ
e
wrong?
What does
analysis tell us
about causal
hypothesis?
Why
completing/ not
completing
initiative?
Business rules for scorecard model

44. Detailed
statement of
what is critical
to successfully
achieving the
strategy
How success
in achieving
the strategy
will be
measured and
tracked
Key action
programs
required to
achieve
objectives
The level of
performanc
e or rate of
improveme
nt needed
Objective
Description
Target
2 per setup
per month
each Outlet
Office
InitiativeMeasure
Number of
Reworks
Strategy Map
StakeholderInternalProcessL&G
Faster Service Access
Self Service
Applications
Web Enable
Technologies
Process and Value
Map Analysis
Lean Processes
Investments
Invest in IT
Lean / Six
Sigma
Eliminate
waste,
reworks, and
other errors in
our processes
Extend the map into measurements,
targets and initiatives
48

45. 49
Using the scorecard model
4
Hold
Scorecard
Performance
Reviews
3
Populate
Report
Format
Down to
Specifics
Identify
Initiatives
and
Projects
Baseline
Uncover
strategic
linkages
and key
themes
Who Is
Responsible
Develop a
project plan
Analysis Process Steps:
Collection Analysis
Reporting and Review Steps:
2
Add
Narrative
Information
and Update
Links to
Sources
1
Load all
Variable
Data
And Verify
Output
Online
Recommendation and Presentation
Evaluate
Implementation
Plan for BSC
Management
System
Assessment
Build a
strategic
framework
Components
Determine
Measures
and Targets

46. 50
Steps 1 to 3 are the basis
Work/Inputs
• Strategy Documents
• Draft themes and
linkages based on
Strategic Destination
Outputs:
• Agreed upon stretch
targets
• Finalized theme(s)
• Strategy map
Agree
upon
stretch
targets
Review
and
refine
themes
Refine
and
rework
draft
linkages
Discuss
next
steps
Who Is
Responsible
Develop a
project plan
Baseline
Uncover
strategic
linkages
and key
themes
Down to
Specifics
Identify
Initiatives
and
Projects
Assessment
Build a
strategic
framework
Components
Determine
Measures
and Targets
Evaluate
Implementation
Plan for BSC
Management
System

47. Step 4: measures development
Refine and
validate
linkages
Review
draft
measures
Design
new
measures
Begin
targets
discussion
Plan for
measures
development
Work/Inputs
• Refined strategy
• Existing measures
assigned to
objectives
• Draft measures
developed
Outputs:
• 90% complete
linkages
• Complete
measures
• Measures
development plan
in place
Who Is
Responsible
Develop a
project plan
Baseline
Uncover
strategic
linkages
and key
themes
Down to
Specifics
Identify
Initiatives
and
Projects
Assessment
Build a
strategic
framework
Components
Determine
Measures
and Targets
Evaluate
Implementation
Plan for BSC
Management
System
51

48. 52
Strategic
Drivers
Vision Mission Values
Critical
Processes
Measures
Critical
Levers
Organisation
Measures
Tools

49. 54

50. 55
Process re-design and business
transformation
Transformation is therefore a top-down approach and takes
the form of a project, typically having seven phases:
1. Discover
2. Establish the re-design team
3. Analyse and document process(es)
4. Innovate and rebuild
5. Re-organise and re-train
6. Measure performance
7. Continuous re-design and improvement

51. 56
The knot may illustrate a conflict that
develops and might be resolved later
Feedback could be:
 Relating to conflict means that if one of the group members
experiences a conflict, all the others are somehow part of it.
 Everyone can harden or soften, can exaggerate or be a
source towards a positive transformation.
 Sometimes it seems that finding a solution is impossible
without support from others (outsiders might have an
overview).
Steps
1. Let the group members form a tight circle.
2. Let everybody close their eyes and stretch out their arms. Direct them
to go slowly further step-by-step until their hands touch another hand.
3. Let every hand find another hand (only one hand holds another one)
and keep this hand hold (assist when needed). 4. When every hand holds
another one, let everybody open their eyes and see how all members are
somehow connected with each other.
5. Let them try to disentangle the knot without letting go of the hand in
possession. One may need to step over other arms, move under arms,
turn around etc., observe if they can disentangle themselves without help
from outside.
Variation
➢ Group members try to disentangle themselves with help.
➢ Let the group form a tight circle except for two members.

52. Membership is dependent upon the scope of the process in question,
but should include:
 Overall sponsor or champion (senior manager at a level above the
scope of the process to resolve interdepartmental conflicts)
 Process owner
 Team leader
 Facilitator
 Team members based on their knowledge, skills and attitudes
The team should have between five and ten members, represent the
scope of the process, only work on one re-design project at a time, and
include internal and external people.
Internal people are those from within the process and external people
are from the wider organisation and outside the process, bringing
objectivity to the project.
57
Critical to the success of the re-design
is the make-up of the Re-design Team

53. 58
Team list
Name Area Location Desk Phone Cell Phone Email
Project Roster

54. Each participant is handed pieces of paper
Each paper has the name of other participants
Each participant has to write “ I am glad I met XXX because…….”
The pieces of paper are distributed to the appropriate people & read when they get home
60
Transformation
planning
Assess cultural
values
Baseline
results & start
dialogue
Transformation
management
plan
Road map for
scorecard
development
Team list

55. 3 things you have learnt today
2 things you are not sure about
1 way you can link what you have done today to your work place
61
Wrap up
Write Down

56. Learn Unlearn Relearn Evaluation
62
Please rate the following aspects of the course
excellent good not good poor
1. Organisation & domestics
2. Content
3. Notes
4. Presentation
5. Overall enjoyment
Other topics of interest
Course Date Name