Agree on the current - Build to deliver - Implement the frameworks

Phase 1 - Current State & Needs Assessment

Kick-off, Interviews, Process & Framework Deep Dives, Gap Analysis

Deliverable: Enterprise Transformation Assessment Report

6-8 weeks

Phase 2 - Road Map & Strategy Build-Out

Data across portfolios, Execution Road map, Updated Processes & Workflows

Deliverable: Enterprise Transformation Roadmap

8-10 weeks

Phase 3 - Implementation

Frameworks and Tools, Communications, Action Plans, Visualization Dashboards

Deliverable: Transformation Frameworks, Governance Models, Change Strategies

2-3 weeks

Each engagement is unique, and may include some or all of the below stakeholders and focus areas - your company’s needs will be defined during interviews and assessments

Portfolio Management

Focus:

  • Strategic alignment

  • Investment priorities

  • Governance

Potential Participants:

  • Chief Strategy Officer

  • Head of Strategy

  • Chief Financial Officer

  • Portfolio Managers

  • Business Unit Leaders

  • Enterprise PMO Leaders

Relevance & Maturity of:

  • Strategic priorities and funding decisions

  • Budgeting, investment alignment

  • Oversight of strategic initiatives

  • Demand for new initiatives, pain points in execution

  • Governance, prioritization frameworks

Program Management

Focus:

  • Coordination of delivery

  • Risk mitigation

  • Governance

Potential Participants:

  • Program Directors

  • Senior Project Managers

  • Business Unit Leaders

  • Risk & Compliance Teams

  • Tech & Product Leaders

Relevance & Maturity of:

  • Cross-functional challenges

  • Project execution roadblock management

  • Impact of program-level changes to operations

  • Regulatory alignment and risk mitigation

  • Integration management across programs

Project Management

Focus:

  • Execution efficiencies

  • Resource management

  • Delivery timelines

Potential Participants:

  • PMO Director/Leader

  • Project Managers

  • Scrum Masters

  • Business Sponsors

  • Business Stakeholders

  • IT/Engineering Leaders

  • Finance/Procurement

Relevance & Maturity of:

  • Governance & methodology best practices

  • Execution and resource gaps

  • Project outcomes

  • Technical delivery alignment

  • Budgeting and cost management

  • Vendor management

Product Management

Focus:

  • Product strategy

  • Feature Prioritization

  • Stakeholder alignment

Potential Participants:

  • Chief Product Officer/VP

  • Engineering and Arch Leads

  • UX/Customer Exp Lead

  • Sales & Marketing Leads

  • Customer Support/Success

Relevance & Maturity of:

  • Vision/Roadmap alignment

  • Technical feasibility

  • Usability and customer impact

  • Product-market fit

  • Go to market plans

  • Feedback loops

  • Adoption management

Process Improvement

Focus:

  • Operational efficiencies

  • Automation opportunities

  • Waste reduction

Potential Participants:

  • COO/Head of Operations

  • Process Owners

  • Lean/Agile Coaches

  • Finance/Procurement

  • IT/Automation Leads

  • Front line employees

  • End users

Relevance & Maturity of:

  • Organizational efficiency

  • Workflow modernization

  • Methodology improvement

  • Root cause analysis

  • Automating workflows

  • Iterative improvement

Change Management

Focus:

  • Adoption strategies

  • Stakeholder engagement

  • Training & communication

Potential Participants:

  • Chief HR Officer

  • Talent & Development Lead

  • Communications Lead

  • Business Unit Leaders

  • Employee Focus Groups

  • End User Communities

  • Training Teams

Relevance & Maturity of:

  • Workforce readiness

  • Messaging effectiveness

  • Resistance management

  • Cultural improvements

  • Adoption planning

  • Effectiveness of training

Successful enterprise transformation management can hinge on some very counter-intuitive foundations.

Our engagements aim to build frameworks that support the following:

Leaders need less data, easily available, to make critical transformation decisions.

Business cycles drive engineering and implementation, not the other way around.

A single view across the strategic initiative road map supports successful transformation management

Studies show that roughly 2/3 of failed enterprise change is caused by poor execution, rather than poor planning.

Key transformation and strategy agreements are reached via unautomated collaboration

Leaders default to new projects and technologies, when in fact better ROI often comes with process improvement.