Business Transformation might be a strategic decision from the company’s executive management  or it might be a necessity resulting from defining events (merger, acquisition, split), market rupture, competitive move, technology evolution, legal or regulatory changes…

Its scope might be the entire enterprise, a specific function, or a business unit.

These complex transformations usually require taking into account multiple dimensions: business, legal, regulatory, financial, technical, and (last but not least) human.

Business Transformations demand leadership and flexibility, as well as the ability to establish and comunicate a compelling vision, to outline it implementation in terms of programs and projects, and to lead their execution with rigor, pragmatism, and adaptability.

transformation d'entreprise

Business Transformation is implemented in four major steps:

1 - Vision : Defining expected outcomes

A major prerequisite for the implementation of a business transformation plan is the formulation of the enterprise end state, and of the expectations of its executive team, customers, and employees.

The documentation and appropriate communication of te end state vision to  transformation stakeholders are challenges that executive management must address.

Stakeholder alignment and approval of the end state vision is a prerequisite for success of any  business transformation.

AGOTRA will support you in this phase with mature and effective approach and tools.

2 - Spelling out a business transformation program

Once the Business Transformation objectives are identified, a roadmap must be defined, with milestones, structuring projects, or maybe a full-blown Business  Transformation program: investments, funding schemas, partnerships, technical developments, hiring, training…

Establising an ambitious but realistic action plan is essential to success: intermediate deliverables might provide early benefits to the enterprise and transformation stakeholders and will ensure that the transformation success is tangible early on.

It is also important to define success criteria and appropriate metrics to assess benefts.

3 - Implementing and controlling

Implementation of the Business Transformation roadmap may start once the required resources and funding have been secured.

A relevant governance structure is established to drive the Business Transformation. Stakeholders are appropriately involved. Risks are managed proactively. Milestones are monitored closely. The entire Business Transformation program  managed in a dynamic and adaptive fashion.

During implementation of the Transformation program, all aspects mut be taken into consideration, including human factors, financial constraints, legal requirements, as well as technical and commercial perspectives.

The necessary transition to operations to complete the transformation is part of the Business Transformation program and needs to be planned.

4 - Transferring to operations and sustaining benefits

The Business Transformation program will be successful if outcomes are appropriately transferred to operational teams and a benefit sustainment plan is in place.

Transition to operations: the transfer plan may include training activities, hiring actions,and possibly organizational changes. The transfer plan may include a pilot phase ( to test the planned transfer), followed by a full deployment. The communication of the transfer plan to Transformation stakeholders is key to secure engagement of the operational teams.

Benefits sustainment: Relevant performance indicators are  identified and tested to measure the actual transformation benefits over time. A continuous improvement process might also be defined.

Succeed in your business transformations

Accelerating change requires unique skills that AGOTRA can provide you with