Delivery Transformation Programs
by Roberto Lopez, PMP
Transformation programs change how organizations use people, business processes, and technology. These programs are driven by a sense of urgency, are broad in scope and impact, and are typically done in parallel with ongoing operations. Transformations require governance structure, data strategy, innovation strategy and standard and agile project management approaches to meet the special challenges of change as well as building ownership among key stakeholders.
People within organizations are primarily concerned with ‘business as usual’ activities and often have no clear mandate to be involved in transformation programs from their inception. A real transformation doesn't impact one department only, it is not only a technology enhancement or systems integration, but these are considered enablers. Transformation programs should be a visible change within customer experience, modifying how the end users interacts with the organization and how the organization offers products and services to them. In order to accomplish a successful transformation and customer experience improvement is keyed to focus on data strategy and business process consolidation.
Data strategy is critical but it is challenging to implement the right data strategy with people, business processes and technology. Having the right data strategy and, just as important, the right tools to innovate and get the most out of the data, is what will help keep organizations competitive, and successful. With machine learning solutions, organizations can access and activate large amounts of data, constantly improving their ability to target the right customers, through the right channels. Using data intelligently to power go-to-market strategies have to be a priority for commercial teams to stay ahead of the competition.
As part of transformation innovation strategy I recommend to use the nine-box matrix to get an analytic map to evaluate brands and/or markets with units above the diagonal to pursue strategies of growth. Map, as shown in diagram below, was made using potential subscriber growth and subscriber base / competitive strength metrics to make right decisions. Different teams will be participating at the execution of this strategy:
- Internal teams / business units:
o Marketing and business units will complete analysis and define techniques to impact customers experience, reduce operating costs and increase revenue in alignment with organization’s goals
o Operational teams and technical teams will complete activities to monitor and control systems to guarantee stability
o PMO will be not only the creator but also the guardian of all the standards that need to be in place to operate effectively. These will include, for example, standard reporting, governance standards, and standard management processes
- External teams: Consultants with expertise completing customer journeys and gamification strategies to be implemented and evaluating internal culture
Diagram – Nine-box matrix (Brand or Market / Customer value)
In conclusion, six basic rules for delivery transformation programs could be defined in order to succeed:
1 Change Management: This is a major component in addressing the issues of managing the resistance and discomfort experienced by people in an organization when new business processes and/or technologies are introduced. This is critical to a successful implementation and realization of the benefits of the change.
2 Alliances: If this coalition cannot be established, the program is more than likely to fail. No detailed planning should be undertaken until this coalition is established.
3 Risk Management: Change implies uncertainty. Uncertainty undermines people's sense of security; for this reason, ‘constants’ need to be clearly established to guide the organization through change.
4 Roadmap: It is important to understand that program milestones, data strategy and innovation strategy should be assessed, keeping in mind that tactical points along the plan will shift due to stakeholders changing their minds, which means that a continuous commitment will be required.
5 Key Stakeholders Engagement: Individuals will never change their behavior simply because they are told to do so. They need to understand why they should, what the benefits of changing may be, and then they need to be included in determining what the new behaviors look like. Open communication plan will be required.
6 Environmental Variables: Close attention should be paid early on to intercept the early warning indicators of program failure (e.g., motivation toward vision, understanding of program goals, trust, shared approach, and schedule acceptance). Also, at the moment the organizations execute all milestones they must start measuring things to know if the organization did the right things right.
