A Trusted AdvisorFor Transformational CXOs

Combining the BTM² Business Transformation Management Methodology with Certified Global

Business Transformation Management Capability.Building bridges between IT and the Business

Enabling executives to realisemeasureable benefits forstakeholders

The inside line on the chart to the right is the typical unhealthy state of many transformation programmes.

Only around 30% of organisations prove that they have the transformational management capability to move all nine transformation management disciplines into the green area to ensure a successful outcome.

De-RiskingBusiness Transformation

With many of the world’s most well respected consultancies and software firms in agreement, despite phenomenal progress in digital capabilities, which is having far reaching effects on our world, companies everywhere still have trouble transforming their strategies into reality.

Roughly 70% of transformations do not achieve what was promised to stakeholders who had high expectations of their strategic objectives and planned value being realised.

Blown budgets, slipped schedules, compromised quality and reduced stakeholder benefits are all part and parcel of the 70% that do not get transformation right - often for the same fundamental reasons.

Business transformation programmes will always face risk, but C-level executives can easily mitigate a vast amount of fundamental risk from the outset, if they adopt a proven business transformation management methodology such as BTM2, and engage the right business transformation capability.

Rob Llewellyn Founder and Director

Rob Llewellyn is one of the few certified andindependent Global Business Transformation Managers (GBTM) in the World. The other 250 are employed by SAP Services and other global brands.

Transformation Enablement

Orchestration of Individual Disciplines: Guidelines, Leadership, Culture, Values and Communication

Transformation Direction

As-Is Data Collection

Baseline Analysis

360° Strategic Risk

Assessment

Determine Scope of Analysis

Program Planning and Governance

Business and IT Capability

AssessmentSet-up &

GovernanceCompetence

Strategy

Analysis of Needs &

Maturity LevelValue

EstimationRisk

IdentificationFrom Template

to Bespoke Inventory

Program/Project Integration

ManagementTo-Be

AnalysisStakeholder Management

Training Need Analysis

Design Business Vision

Detailed Business Case

Risk Evaluation

Identify Improvements /add Attributes

Program/Project Scope

ManagementGap

AnalysisChange Agent

NetworkAs-Is

Analysis

Design Business Model

Agree Ownership for

RealizationDefine Risk

Response PlanMap Selected

ProcessesProgram/Project

Time & Cost Management

IT Roadmap Plan

Communication Management

Gap Analysis

IntegratedTransformation

Plan

Plan Benefit Realization

Execute Risk Mitigation Plan

Plan Process Implementation

Program Quality

Management

Solution Architecture

Design

Performance Management –Project Team

Curriculum Development

Business Case

Execute Benefit Realization

Risk Monitoring and Reporting

Implement Processes

Program Human

Resource Mgmt IT Deployment

PlanPerformance

Management -Business

Training Preparation

Organizational Model

Review and Evaluate Results

Risk Management

ReviewEvaluate

ProcessesProgram

Procurement Management

IT Operations & Service

Optimization

Change Readiness

AssessmentTraining

Align with Risk Management

Establish Potentials for

Further Benefits

Risk Management Improvement

Establish Improvement

ProcessProgram Reporting

IT Lifecycle Management

Change Monitoring

Evaluation & Improvement

2. StrategyManagement

9. Competence and Training Management

6. Programme/ Project

Management

5. Business Process

Management

8. Organisational Change

Management

7. InformationTechnology

Management

3. Value Management

4. RiskManagement

1. MetaManagement

BTM² is the world’s first proven, integrated and holistic business transformation management methodology. It addresses both the rational and irrational effort required for successful business transformation.

Phase 1Envision

Phase 2Engage

Phase 3Transform

Phase 4Optimise

We OrchestrateBusiness Transformation

Business transformation is an iterative process going through four phases in recurring cycles.

BTM² - Possibly a CXO’sGreatest Transformation Ally

Principal Consultant ProfileAccredited Global Business Transformation Manager (GBTM)

VALUE PROPOSITION

A trusted business transformation advisor to the C-suite who is one of the few independent consultants in the world to be GBTM Certified by SAP’s Business Transformation Academy as a Master Global Business Transformation Manager.

An effective blend of cognitive, emotional, moral and political intelligence and resilience has matured over two decades of international experience in multiple industries - enhanced by certification in BTM² transformation management and personal development from some of the world’s top leadership coaches. Well versed in effective management and leadership of internal teams, system integrators and other 3rd parties; Conducts BTM² assessments of transformations, presenting pragmatic action plans to the C-suite to improve current-state.

Guides transformation executives, supports project managers and builds collaborative bridges between technology and business stakeholders. Embeds robust governance structures, standards and methodologies to create effective transformation environments that less than 30% of organisations achieve. This increases stakeholder confidence, buy-in and support, to create the BTM² framework which complex transformations require if they are to result in the return-on-investment and success stories that stakeholders expect.

A big picture change-leader who champions business objectives while harnessing and driving next-level technology performance. Contributor to the Business Transformation Academy www.bta-online.com and founder of ‘Transform’ magazine.

Business Transformation ManagementMeta ManagementStrategy ManagementValue ManagementInternal and External Risk ManagementProgramme and Project ManagementBusiness Process ManagementIT ManagementCompetence and Training ManagementOrganisational Change Management

Programme ManagementGovernance and OrganisationReview and ReportingPlanning, Tracking and ControlRisk and Issue ManagementInter-dependency ManagementPMO Set-up and MaturityResource ManagementCost ManagementBenefit Tracking and ManagementQuality ManagementStakeholder ManagementProject AssuranceCommunication ManagementProgramme and Project StandardsSupplier Management

CORE CAPABILITIESReturn on Investment: delivery of an integrated and holistic transformation solution that provides real benefit to the client

Speed: quickly available across the UK, mainland Europe or the Middle East and able to make very rapid impact

Expertise: sensibly over-qualified with a wealth of skills and knowledge gained over two decades around the world

Flexibility: undertakes short-term assessments / health-checks and longer-term transformation management assignments

Objectivity: outside of company politics, but with high political intelligence and a business-focused trusted advisor perspective

Accountability: instrumental in an assignment’s successful delivery and business benefit realisation

Effectiveness: demonstrating the experience, confidence and credibility to effect significant change and add value

Commitment: a professional interim and consultative approach to deliver then appropriately exit in a positive way

$15M SAP Implementation: successfully led SAP programme after several others had failed - satisfied PwC audit for CFO

$45M Programme Start-up: set-up FMCG SCM transformation programme, managing client, Accenture, Oracle and Cognizant teams

$10M Programme Recovery: recovered failing UAE web portal programme and delivered to schedule – satisfied Booz audit

$1B Transformation: reported to COO and led programme for transition of

UAE government organisation to new operating model

Government Programme Recovery: oversaw 22 projects on behalf of HP and drove 7 red projects to amber-green in under

5 months

SIGNATURE ACHIEVEMENTS

AdvisoryBusiness Transformation

Regular periodical guidance (e.g. 2 to 4 hours per week)

Business Transformation Assessment and RoadmapsShort fixed-term (e.g. 4 to 8 weeks)

Business Transformation ManagementFull-time and fixed-term (e.g. 6 to 12 months)

Programme Management and RecoveryFull-time and fixed-term (e.g. 6 to 12 months)

SHOWCASE CLIENT LISTUnileverViridorEMCHPMotorolaBHP BillitonAtos OriginMusanadaSaudi Arabian Monetary AgencyFIFAO2AvayaInjazat Data SystemsAbu Dhabi Education CouncilMid East Data SystemsOpenwaveAustralian GovernmentDHLSaudi Electricity CompanyCognizantUK Department of Work and PensionsDu TelecommunicationsAbu Dhabi Systems Information CtteeLloyds Bank

SERVICES

While companies depend on good strategy to help themselves thrive and survive, strategy is often said to be three times more difficult to deploy than develop. Transforming strategy into reality stretches a company beyond its standard operational (business as usual) mode, into a dynamic and less predictable world of change, accompanied by the need for business transformation capabilities, which are often not abundantly available internally.

In an article which Rob Llewellyn wrote for the 360° Business Transformation Journal, the essential roles of Project Managers, Programme Managers and Business Transformation Managers are considered, along with their responsibilities within a business transformation. Directors and C-suite executives often lack the necessary time required to devote to a business transformation, as they already have demanding day-jobs to attend to. Neither will they usually have highly capable business transformation managers or programme managers readily available to ensure that the transformation enjoys the benefits of a proven methodology, and extensive transformation programme management experience.

Operational, functional and technical skill-sets are invaluable to a transformation, but the essential management roles required in a transformation need a very different set of capabilities and experience, if they are to be well performed.

These days it’s no secret why transformations typically fail; and the results of research conducted by the likes of the Business Transformation Academy, Harvard Business Review, and leading consulting firms, highlight the pitfalls that organisations need to avoid when embarking on business transformation. Problems often arise when individuals without the right capabilities are assigned to undertake the key roles of Business Transformation Manager, Programme Manager and Project Manager.

Avoiding BusinessTransformation Pitfalls

Essential TransformationRoles and Capabilities

No world-class sailing team would dream of embarking on a challenging journey without highly capable individuals on board, because they know what the consequences could be if they did.

If a firm opts to compromise on capability when embarking on a business transformation, they compromise the likelihood of achieving success by introducing unnecessary risk from the outset.

Drawing a Parallel

Meta Managementas a Frame

Core Questions

Why?

What?

How?

FormalManagement

Roles

InformalManagement

Roles

Multi-Level:

Strategy

Programme

Project

ExecutiveSteering

Committee

Programme Manager

Project Managers

Steering Committee

Business Transformation

Manager

Pow

er P

rom

oter

s

Rela

tions

hip

Prom

oter

s

Func

tiona

l Pro

mot

ers

These key roles are not usually successfully interchangeable, particularly in the case of project managers being appointed as programme managers, and other individuals being assumed to be highly capable project managers because of their levels of technical or functional expertise.

CXO-transform.comTel: +44 (0)20 3239 3525Mob: +44 (0)7477 990 379Email: hello@CXO-Transform.comCXO Transform LtdLevel 3, 207 Regent Street,London W1B 3HH, United Kingdom

Business Transformation Management

Programme Management and Recovery

Business Transformation Assessment

Business Transformation Advisory