Point of View · Transformation PMO
A transformation PMO is not a secretariat
A useful transformation office arbitrates, escalates and measures value. It does more than consolidate reports.
· 5 min read
Expertise · 01
Strategy & Transformation
A strategy is only worth the decisions it makes possible.
01Executive summary
Executive summary
Executive teams rarely lack ideas. They lack an arbitrated trajectory, an organisation able to execute it and governance that actually decides.
We help leadership teams turn ambition into explicit choices, a sequenced roadmap and a steering model. Then we stay for execution.
02What we solve
The situations that bring us in.
- 01A medium-term vision that does not translate into priorities
- 02Leadership teams misaligned on trade-offs
- 03An organisation that slows strategy down instead of carrying it
- 04Transformation programmes without clear governance
- 05Insufficient adoption after roll-out
03Where we create value
Six levers we work on.
- 01
Strategic trajectory
- 02
Operating model
- 03
Organisation design
- 04
Transformation office
- 05
Transformation governance
- 06
Adoption and change
04How we work
ESA Execution Framework
Every engagement follows the same four phases, each with an expected decision.
01
Diagnose
Establish the facts
02
Design
Design the trajectory
03
Deliver
Execute and steer
04
Embed
Embed the value
Decision
Where to focus effort, and what we choose not to do.
Arbitrate target, sequencing and resources.
Trade-offs on priorities, risks and escalation.
Handover of accountabilities and target run model.
Deliverables
Fact base, issue map, value hypotheses.
Target operating model, roadmap, business case.
Transformation office, executive reporting, recovery plans.
Skills transfer, performance routines, dashboards.
01 · Diagnose
Establish the facts
- Decision
- Where to focus effort, and what we choose not to do.
- Deliverables
- Fact base, issue map, value hypotheses.
02 · Design
Design the trajectory
- Decision
- Arbitrate target, sequencing and resources.
- Deliverables
- Target operating model, roadmap, business case.
03 · Deliver
Execute and steer
- Decision
- Trade-offs on priorities, risks and escalation.
- Deliverables
- Transformation office, executive reporting, recovery plans.
04 · Embed
Embed the value
- Decision
- Handover of accountabilities and target run model.
- Deliverables
- Skills transfer, performance routines, dashboards.
05Capabilities
The practice's capabilities.
- Strategy & Design
- Strategic assessment, target choices, roadmap and steering indicators.
- Organisational Transformation
- Structures, roles, decision forums and target operating model.
- Organisational Agility
- Ways of working and decision cycles suited to uncertainty.
- Change Management
- Manager engagement, communication, training and adoption tracking.
Main industries: Financial Services · Public Sector · Industry & Infrastructure · Consumer & Retail
06Insights
Further reading.
Executive Brief · Operating model
Digital operating model: organisation before tools
Digital gains materialise when roles, funding and decisions evolve with technology.
· 4 min read
Point of View · Programme recovery
Recovering a programme in distress
Troubled programmes rarely recover by adding resources. They recover by taking back decisions.
· 6 min read
An issue to discuss with our Strategy & Transformation practice?
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Talk to a Partner
A member of our team will respond within one business day. contact@esa-alliance.com