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Large-scale transformations are very challenging.

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In fact, around 70% of large-scale transformations fail.

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There are three key success factors.

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First, a key value creation plan

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that harnesses the entire organization to drive the change.

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Second, it's about leveraging quick wins

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to really energize and create momentum

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for the full transformation.

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Thirdly, it's about a holistic approach.

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It's not only cost cutting, it's driving top-line growth,

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and really building a stronger

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and more resilient organization.

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We in BCG approach large-scale transformation

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by bringing a unique methodology.

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We're really solving for two main objectives.

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One, delivering rapid impact

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and two, enabling the organization to sustain that impact.

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We in BCG put equal emphasis on the what,

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and the how of the transformation.

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The what being really understanding

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what is the full potential of the organization,

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what are the levers and initiatives

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to really unlock that value.

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The how is very much about understanding

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where the organization is today,

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what are the unlocks that are needed

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to get to a high-performing organization.

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And finally it is about embedding the change.

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Instilling new ways of working,

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training, and enablement of teams to really drive

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and sustain the efficiencies.

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In a large-scale transformation

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we typically follow a three phase approach.

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The first phase, the rapid assessment,

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it is all about crystallizing the full potential

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of the organization by identifying functional,

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but also cross-functional levers

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across the full value chain.

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At the same time we run our OrgVantage diagnostics

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to understand the vitality of the people

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and the organization.

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Phase two, is in mobilizing

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and activating the whole organization

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around the transformation.

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There are three key building blocks.

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The first is cascading a strong narrative

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for the transformation.

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It's around the why, the what, and the how

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of the transformation.

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The second building block

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is standing up a transformation management office

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with a chief transformation officer.

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But it's also about building the drumbeat, and the cadence

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throughout the organization

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that gets that transformation off to a strong start.

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And finally, standing up the work streams

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that can then start delivering impact

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and rolling out the initiatives

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throughout the full organization.

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The third phase is realizing the full potential

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and anchoring the change.

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The focus of the transformation and the work streams

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really shift from doing to teaching

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an enablement of the full organization.

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