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Business Transformation Quick Guide
Business Transformation Quick Guide
Organisational Context
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.
Types of transformation
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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Organisation structure:
Leading change senior management sponsorship Managing change business change managers Doing change change team members/change agents
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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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Who is involved?
Strategic level change so must be sponsored by senior manager, preferably at board level 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
Coordination of the effort and flows of information requires support in the form of a PMO Programme Management Office or Project Management Offices
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
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.
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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: melanie.franklin@maventraining.co.uk website: www.maventraining.co.uk
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