Internal Transformation EffortsPractical Methodology

The details contained in the slide body are illustrative and not exhaustive.

Organization XYZ – Stakeholder Expectation Gaps

Escalations* regarding the completeness of implementation. – Need transparency and Trust to be built

The number of authorized Client credentials are much lesser than the expectation

Response to field requests and contractual commitments are very slow

Implementation Cost higher than the competitors Voice of Client and Internal Stakeholders:

The number of people in the Team seems to be higher an augmentation may be needed.

Deep dive reviews into all aspects to have the right view of the ‘As-Is” status

Motivation level of the people seems to be low, work on improving the morale, ensure diversity is respected in the Team

Voice of Leadership:

No clarity in the roles and reporting structures

No communication about our Business status, future plans etc.

No clarity on Career progression

Voice of People:

Identify and list the Expectation Gaps by Stake-holder Groups – This helps to align the actions on a Balanced Score card for tracking the progress and measuring program effectiveness

Organization XYZ – Transformation Approach

Objective:Organization XYZ is responsible for implementing the CRM Solutions to the Client. However, the group faces some challenges in certain key areas. Approach is to have a quick scan to accelerate the Transformation Plan creation and to implement the quick wins

0 - 4 Weeks 4 – 12 Weeks Beyond 12 Weeks

Quick Scan Detailed Diagnosis Sustained Improvement• Understand the issues from all stakeholders

• Create Awareness for need to change at all levels

• Review Operations and Business Reasons

• Review Approach & Improvement Plan

• Implement Quick Wins • Make needed changes to

Operational efficiencies and enable improvements

• Align structures and leadership• Review ‘As-Is’ Operational and Governance

Models• Define To-Be Operational Model and

Governance Model• Agree on Transformation Road Map • Acquire Business Case approvals and

Support commitments• Document and Finalize parameters

impacting performance ( KPI Framework)

• Create Kaizen capabilities • Create Cross Functional

Kaizen Circles• Create Kaizen Framework

and Process championship

Never Plan Transformation initiatives to span for more than 12 weeks, the three steps of Quick Scan, Detailed Diagnosis and Sustained Improvement is a good prescriptive methodology

Quick Scan – Root Cause Analysis of Issues

Poor Client Engagement

Issue Critical Success FactorsCauses

Lost Efficiency

Poor response to field realities

People Process Methods & Tools

Inadequate use of People

Capability & Capacity

Structure/Governance

• No single entity to manage Client engagement. (Lack of Ownership)

• • Current Governance

Model do not support Client ‘Pull’

• Lack of clarity on Client Focus

• Disparate Geo Responsibilities and Accountability

• Field has to deal with multiple internal units to deliver the Work

• • People not enabled to

take timely decisions to move the projects/field actions

• Account Management needs to ‘pull’ value towards the Client from all internal units

• Mixed responsibilities blocking measuring the real efficiency

• • Current Career

structure not supporting the Field Organization

• Overlapping responsibilities creating redundant activities

• Delivery Architecture, Methods and tools not defined to completeness

• Talent Management Framework not aligned to objectives

• Lack of clear Governance Model

• ‘Customer’ mentality to “Client/Partner’ mentality

• Client Value creation as the primary focus on all activities

• Improve collaboration and communication

• Define clear Governance Model and Operating Model to support the Client ‘Pull’ Approach

• Implement quick wins and imperative changes in the structure make the Improvement plan a success

• Structural corrections to precede all subsequent improvement actions

• Internally Product and Client Service Teams should do a ‘role play’ to enable Partner Support capabilities

• Enable Partners for Delivery to deliver higher value

• Enable, Entrust and challenge people to take right decisions to create Client value

Map the issues under Structure/Governance, People and Process. Spend adequate time to define the root causes with adequate clarity and also map the Critical Success Factors as desired. This helps to align the whole organization towards the Transformation Project

Issues to Action Plan

Poor Client Engagement

Suspected lack of Efficiency

Poor response to field realities

Inadequate use of People Capability &

Capacity

Structure, Governance and Operating Model

Structural Review and Reorganization

Issues Actions

Assign Improvement OwnersReview Geo Structure and Autonomy

Partner Enablement

Process Methods and ToolsImplementation Process Enhancement

KPI and Metrics & Reporting Improvement

Create Delivery ArchitectureEstablish Partner Support Process

People EnablementActivate CoE

Talent Management and Training Framework

Value Add Activities for Skill exposureWork Environment and Culture

Map Links for prioritization

• Level 0 Plan Medium Term (Transformation Plan)

• Quick Actions ‘low-hanging’ fruits

& fundamental changes for Transformation

Client/Region Specific Actions

Action Plan

Use Relationship Diagram and Brainstorming Sessions to Map the Issues to Actions under each area of Structure , People and Process.

Results of Quick Scan - Transformation Plan All the key actions for the next twelve weeks should be detailed on a action plan (Simple Gantt Chart)

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To-Be Delivery Organization Organization – Execution in a Page

Domain Knowledge CoE • Collaborative Global Delivery• In House Knowledge• Industry Practice

• Talent Levels• Project Support Levels• Product Value

Enhancement

Change Management Project / CoE • Cross Functional Involvement• Defined Rule/Role/Route• Industry Practice

• Talent Management • Project Support Levels• Product Support

Inputs

Client ManagementRegions/ Account

Management

• Structured Engagement Plans• Project Execution Ownership• Periodic Reviews with Clients

• Client Value Creation• Client Satisfaction• Delivery Quality

Control & Monitoring Transformation Project / PMO

• Periodic Reviews (TG, Monthly)• Defined Rule/Role/Route• Standard KPI Framework

• Compliance Levels• KPI Outcomes• Review Efficacy

Resource Planning & Fulfilment

Resource Management

• Global Integrated Planning• Predefined Partner Induction

Processes

• Fulfilment Levels• Turnaround Time• Idle Time Reduction

Key Success Factors Ownership Execution Modality KRA

Start with the To-be Structure in a small way and create a high level definition of Ownership till KRA...The Transformation starts from here with continuous cycle of Quarterly Plans...All the best!