One of the biggest sources of failure, and at least future problems, for Transformation initiatives is poor set-up and design. This can take a number of different forms, but typical problems here include:
A lack of clarity around the intent of the programme – sometimes this is little more than a vague set of aspirations
A lack of broad organizational commitment to the programme – perhaps because it is the ‘pet initiative’ of the CEO or other key senior manager, which others may feel obliged to go along with, albeit reluctantly
An inadequate business case, with poor definition of the business problem; the lack of evaluation of alternative options; insufficient consideration of the trade-offs between cost, complexity and risk versus the benefits of additional sophistication; unrealistic timescales, cost estimates and benefit expectations etc
Failure to appreciate the full implications of what is being proposed, and all aspects of the change that will be entailed
Lack of an appropriate Governance structure, providing for effective executive oversight of, and assurance on, the programme
Absence of a feasible plan or ‘Roadmap’ for the programme, which breaks the overall initiative down into a series of manageable component parts which can be logically sequenced, with appropriate stage gates, decision points and progress monitoring
Lack of an effective Programme Operating Model, in terms of the way the different components of the programme operate together in a co-ordinated and logical way
At Transformosys we have the deep expertise and the prior experience to help ensure that your Transformation programme is set up as rigorously and effectively as possible, with a clearly defined and achievable vision, a robust business case based on an objective assessment of options, alternatives, costs, benefits, and risks, and a viable roadmap containing realistic timescales and a considered view of the appropriate sequencing of activities.
We can also assist you in managing a process to build alignment across the relevant stakeholders regarding the initiative, in setting up an appropriate Governance structure and supporting mechanisms (such as progress monitoring) to ensure Governance is provided with the information it needs to be effective, and in devising a sensible Programme Operating model to ensure appropriate co-ordination and effective management of the various components of the programme and the interdependencies and contentions between them.