Download - Business transformation quick guide
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Business Transformation Quick Guide
www.maventraining.co.uk І 020 7089 6161
What is Business Transformation?
• Transformational change is
— Fundamentally changing what we do, how we do it, with and for whom we do it
— Making new assumptions
— Accepting a period of discontinuity
— Working through a period when there are no easy answers
• Transformational change is not
— Making small changes
— Fixing problems
— Adding a new process as a bolt-on
— Tweaking a process to improve it slightly
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Organisational Context
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Transformational change is not undertaken in isolation. The portfolio of initiatives that
are being undertaken across the organisation at any one time is a mixture of change
objectives and execution of business as usual activities.
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What is driving transformation?
This model (Hofer Schendel model) identifies the strategy that an organisation should
pursue depending on competitive position and the maturity of the products it offers
and the market place into which they are sold.
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Types of transformation
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• Invest aggressively – new product launches, hiring new sales and business development staff, acquisitions
• Review market potential and problems –reduction in cost base through changes to systems, outsourcing transactional tasks, improving flow of information across organisation by removing ‘silos’, increasing value added activities moving resources from transactional to value added tasks
• Invest selectively – research projects to identify target acquisitions, target markets, trend analysis to identify customer demand for new products and services
• Market strongly – increasing marketing effort through new product launches and increasing the speed that new ideas are brought to the market
• Divest – reshaping the organisation after sale of poor performing businesses
• Phased withdrawal – redundancy programmes, integrating staff from closed businesses into other functions
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Business transformation process
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Effective business transformation
Change Management Framework
Change Management Maturity
Programme Management
capability
Project Management
capability
Required outputs i.e.
new and changed
products and services
Delivery of
project
outputs
Implementation of
project outputs
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Change Management maturity
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For example, the Maven Change
Experience Checklist assesses 8
factors which identify:
• The extent to which an
approach to managing change
is embedded within the
organisation
• The perception that those
working in or with the
organisation have of the
commitment to in managing
change
• The level of motivation that
exists for addressing change
management as a business
• issue
The maturity of the organisation to manage change and successfully deliver
business transformation can be assessed using a maturity model.
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Programme management capability
• Programme lifecycle which establishes:
— Flow of information to programme team members, project team members, business change managers and the sponsor
— Decision points including the limits of authority that each role has for taking decisions and the information needed to support each decision
• Roles and responsibilities which clearly state the expectations for:
— Programme management
— Programme delivery
— Programme governance
• Skills and knowledge:
— Training plans that provide access to courses in programme, project, change and risk management
— Career development plans that encourage individuals to apply for programme, project, change and risk management opportunities
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Change Management Framework
• Business change lifecycle:
—Assessing the change
—Planning the change
— Implementing the change
—Embedding the change
• Organisation structure:
— Leading change – senior management sponsorship
—Managing change – business change managers
—Doing change – change team members/change agents
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Business change lifecycle
Assessing the
change
Planning the
change
Implementing
the change
Embedding the
change
– Impact of the change is understood from different perspectives
– Vision of the change that describes the ‘new world’ has been
developed
– Compelling stories that explain the results of the change have been
developed for different audiences
– Activities to implement the change are identified, resourced and
scheduled
– Activities to communicate with and engage the support of stakeholders
are established
–Activities to make the change happen move from planning into action
–Change teams are formed to resource the activities
–Individuals experience the change and move through a range of
emotions as they adapt to the change
– As change is accomplished, achievements are celebrated
– Those still working through the changes are given support to help
them make the transition to the new ways of working
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Project management capability
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• Project lifecycle tailored to managing projects within a programme:
— Clear explanation of what information is to be escalated to the programme, and what decisions are to be taken at programme level vs. project level
— Includes greater emphasis on liaison with change teams and activities to support the business change lifecycle
• Roles and responsibilities:
— Role of the project sponsor and how this aligns with the responsibilities of the programme manager
— The amount of authority that a project management has over the project vs. how much authority the programme manager has
• Skills and knowledge:
— Courses and on the job training opportunities to build technical and interpersonal project management skills
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Who is involved? Strategic level change so must be sponsored by senior manager, preferably at board level
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Complex change with multiple work streams and interdependencies so requires an experienced programme manager
Multiple projects within each work stream requiring many project managers and project teams
Coordination of the effort and flows of information requires support in the form of a PMO – Programme Management Office or Project Management Offices
Changes to business environment must be led by those with current operational knowledge and sufficient authority to change business as usual so senior business change managers needed, with support from their staff in change agent roles
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Develop your capability
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Change Management Practitioner
Managing Successful
Programmes
PRINCE2® APMP PMP
PRINCE2 provides a flexible and adaptable approach to suit all projects. It defines
the processes, roles and documentation required to manage a project.
The APMP and PMP define the skills and techniques that project managers should
apply to control their project from initial requirements to successful implementation.
Managing Successful
Programmes (MSP®) explains
how to manage a set of
related projects that taken
together will deliver
strategically important
benefits.
Change Management
Practitioner explains the
concept of change, how
people react to change
and the different models
and techniques for
implementing change.
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Maven Training
Maven builds capability that enables our clients to realise the benefits of transformational change. We deliver practical and workable solutions that can be applied to all new programme, project and change initiatives long after we have gone. Our mission is to transfer our skills and experience and to build self-sufficiency in our clients.
For further information about Maven Training and its capability building services please contact:
Melanie Franklin
Telephone: 020 7403 7100
e-mail: [email protected]
website: www.maventraining.co.uk
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