Engaging a Transformation Partner

• Having worked with your new transformation parter to develop a new target operating model strategy, that is followed by developing a new integrated operating model for the organisation.
• Part of the strategy will be to appropriately plan execution and delivery of transformation objectives in a structured and organised, but agile, manner.
• There may be an emphasis on working effectively and managing relationships with joint venture companies or other collaborative initiatives. In particular, managing and motivating staff members through the change to assure that you become one organisation with a shared vision, objectives and values.
• Having aligned the people and the processes, you’ll often support this change by replacing legacy IT systems and infrastructure with modern technology stacks to change the way products and services are consumed, such as moving from en-premise to cloud-based models.
• Once implemented, you will start to derive the delivery of the benefits articulated in the business/transformation plan.

There are a series of challenges that often exist in larger scale transformation programmes. These include:

• Inadequate senior management support for the initiative
• Mismanagement of the delivery team
• Inadequate due diligence at the outset by the transformation partner
• Poorly articulated business outcomes by the client business so that it is unclear what the transformation partner is expected to achieve – progress becomes difficult to measure
• Using existing staff to ‘part-time’ resource the transformation in addition to undertaking their ‘day roles’
• Confusion over the governance and chain of command
• Additional charges and costs for ‘misunderstood expectations’
• Unclear stakeholder communications
• Client and supplier misunderstanding contractual roles and responsibilities
• Poor mutual understanding of the contract
• Poor assessment of capability and capacity demands
• Loss of key talent and/or poor knowledge transfer
• End-user resistance to adopting new methods and culture clash between the client and the strategic transformation partner.

There are three key elements to consider:

1. Most companies will need to fundamentally change to better serve customers.
2. The transformation required will be enterprise-wide and is likely to include changes in the people, process and technologies – including digital, solutions, and data-oriented strategies.
3. For meaningful change to happen, the organisation needs to think and behave differently to execute on the chosen strategy.

Use our ‘Optimise’ method to ensure you find a fit-for-purpose transformation partner so that you generate maximum value and the highest market reputation.