Transformation is what we do. In fact, we founded Implement out of frustration that 2/3 of all transformations are not successful. We have been exploring the DNA of real transformation to improve this poor batting average radically ever since.
Some transformations are shaped out of a desire to reinvent the business model, others out of crisis or poor performance. No matter the cause, we have found that a few dilemmas are worth thinking about when wanting a journey to be real and transformational.
How should we design the transformation from a both/and perspective – top-down/rolled out and rolled-up? How might we both get impact fast, while securing engagement and ownership, knowing that the human element is often the tricky part. How should we organize – is it a PMO, leader-led, projects-based, shaping a movement of progress? There is no one silver bullet, but knowing the key drivers of real transformation is key to improve our odds of success.
To achieve significant growth in a successful new or existing business, it is essential to address the big problems of our time by defending disruption with disruption while attracting and retaining future employees. The following four key enablers are essential for a successful business scale-up.
How we help
Project impact focuses on delivering the right solutions in agile projects. We do this by tailoring an organisational design and processes to have the right solutions deployed in agile projects. Our approach involves dedicated teams committed to delivering fast and sustained impact
If the leadership in your organisation is not equipped and part of the transformation, how will the rest of the stakeholders know what to do? To ensure this is not the case, we are uniting and enabling leaders across the organisation to take full ownership of spearheading the business transformation and inspire energetic conversations about the direction and change.
Engagement is essential to get all stakeholders onboard and align common interests. We achieve this by engaging the entire organisation and communicating effectively to build and sustain the importance of the transformation implementation.
Focusing on the project portfolio provides insights and tools into successfully executing strategy and ensuring that the desired impact is created through project portfolio management. It is useful to design a transformation project portfolio to target high-priority impact areas and ensure these are set up for success with clearly aligned ambitions, plans and ownership as well as impact follow-up and support.
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Innovation and future business
The best way to predict the future is to create it. The key driver of enterprise value is expectations towards the future, making a steady flow of innovative and differentiated solutions and services crucial. The objective of our approach to innovation is twofold:
1. To identify, validate and launch differentiated solutions that solve important customer problems.
2: To organise the product development system so that it is efficient and profitable across near- and short-term horizons.
How we help
We conduct an in-depth exploration of the key levers in the development system to contribute to the enhancement of enterprise value. This 10-week process involves diagnosing all parts of the development system. The output includes creating a well-structured business case and a change release plan.
We identify areas with innovation potential. These areas are characterised by significant customer problems that match core capabilities and corporate strategy. Our approach involves defining key innovation targets, determining unique processes and capabilities and setup needed to achieve targets.
We help you improve end-to-end efficiency and effectiveness through a Hybrid Agile execution engine, portfolio management and agile resource allocation (metered funding). By implementing this approach, we establish value streams that can work independently of each other.
Based on corporate strategy, we identify innovation challenges and orchestrate the creation of solutions. We facilitate selected pilots/projects through a rigorous validation process leading up to the first MVP launch in the market.
Innovation contains more uncertainty than most other activities. With our expertise in de-risking, we empower your organisation to navigate this uncertainty, ensuring a more strategic and successful approach to your innovation projects. Our methods for de-risking are rooted in MVP road maps and assumption-based testing.
The ability to understand user behaviour is the centrepiece of effective innovation and design thinking. By applying design thinking skills, your team will gain a deep understanding of problems before proposing solutions and focus more on desirability, feasibility and viability.
We help organisations establish architecture/modules and interface management that allow for efficient execution and release. This includes re-use, cost-out and rationalisation of products, variants and features.
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Transformation office and acceleration
The objective of the transformation office is to drive the conversion of strategic ambition into value. It achieves this by defining strategic focus areas and managing the road map of initiatives that aim to deliver strategic ambition.
The transformation office prioritises ongoing strategic projects with executive management regularly and is responsible for the efficient execution of these projects. In short, the transformation office is the organisation's conductor of change.
From day one, we establish and run the transformation office while implementing a gradual recruitment, anchoring and handover to the established team.
We help your company develop a road map of initiatives with a point of departure in the current strategy. This includes designing a clear overarching structure, scoping each initiative and prioritising them based on their strategic value and ease of implementation.
We assist in developing business cases and establishing clear underlying assumptions. Through the design and execution of assumption tests, we create early validation of the most critical assumptions that underpin the business case. We consolidate the results into an overall transformation business case.
Through benchmarking against a best-practice maturity scale, we assess the maturity of all aspects of transformation excellence. This assessment results in a concrete proposal for areas of improvement with tangible suggestions for a road map of deliverables to improve towards the desired maturity level.
We provide end-to-end improvement in the maturity of your project portfolio management practices. This includes enhancing decision meeting flows, clarifying roles, responsibilities, and mandates, refining prioritisation criteria and processes as well as increasing project portfolio transparency while strengthening the link to the overall strategy.
We provide end-to-end improvement in the maturity of your capacity management practices. This includes collecting, aggregating and analysing resource data, refining resource allocation processes and forecasting resource needs.
We provide end-to-end improvement in the maturity of your governance and performance management practices related to transformation excellence. This includes tracking cost/benefit and strategic KPIs, reporting, escalating and cascading information as well as conducting decision forums.
We provide end-to-end improvement in the maturity of your project management practices and execution capabilities in the organisation. This includes developing project models, establishing standard ways of working and upskilling project participants.
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Business performance improvement
Making a massive impact on short-term performance and profitability, improving business performance is best executed quickly, with many initiatives completed within two years. This approach creates the space and stability for long-term strategies and plans to be designed.
There are as many ways to improve business performance as the reasons necessitating one. However, successful improvements often comprise the same three elements: 1. Diagnostics, 2. Value creation and 3. Turnaround leadership.
How we help
A fact-based understanding of the situation internally and/or externally. Effective turnarounds are built on clearly defined plans, which, in turn, are made on a clear understanding of the situation and the factors responsible for it.
There are four overall value-creation levers. To quickly generate positive cash flow, net working capital (NWC) improvements should be prioritised first to free up much-needed cash. Then, cost reductions should be implemented to boost earnings. Additionally, commercial efforts to increase sales where possible. And finally, rebalancing the financing obligations with the forward-looking cash-generating capacity of the business.
Turnaround leadership encompasses strong change leadership and communication. Beyond intense ambition, decision-making and action, succeeding with turnarounds also demands strong change leadership, which needs to be applied throughout the organisation to ensure effective communication and realisation of desired results.
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Moving towards business agility. Organisations today are faced with highly uncertain and complex surroundings, making it imperative that they can act and respond quickly to these changes.
Our approach to deciding on the best way of organising your company to meet these challenges is very much based on your situation. The nature of your business, the work you are doing and the level of uncertainty determine how you should organise and work in the future.
How we help
Being responsive to change is a key differentiator for many companies today in order to build better products and services, win customers over and ultimately stay on top of the competition. We help companies design every aspect of their organisation to achieve business agility – from optimising processes and refining organisational structures to enabling technologies and capabilities for leadership and innovation culture. We can start small, applying a bottom-up approach, but we strive for business agility at an enterprise level.
Following agile principles can help large complex transformation programmes deliver value to the business faster and stay close to the needs of the key stakeholders related to the transformation. We help companies establish a transformation management office to realise the desired impact.
Agile strategy execution can be essential to continuously ensure the strategy is relevant and that it realises the impact it set out to realise when it was designed. Following agile principles when executing a strategy can be essential in achieving success.
Product development and R&D are examples of clear-cut areas that benefit from agile principles. We help companies form agile delivery teams and the setup around them to develop better products and services, captivate customers and ultimately stay on top of the competition.
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