(upbeat music)
Large-scale transformations are very challenging.
In fact, around 70% of large-scale transformations fail.
There are three key success factors.
First, a key value creation plan
that harnesses the entire organization to drive the change.
Second, it's about leveraging quick wins
to really energize and create momentum
for the full transformation.
Thirdly, it's about a holistic approach.
It's not only cost cutting, it's driving top-line growth,
and really building a stronger
and more resilient organization.
We in BCG approach large-scale transformation
by bringing a unique methodology.
We're really solving for two main objectives.
One, delivering rapid impact
and two, enabling the organization to sustain that impact.
We in BCG put equal emphasis on the what,
and the how of the transformation.
The what being really understanding
what is the full potential of the organization,
what are the levers and initiatives
to really unlock that value.
The how is very much about understanding
where the organization is today,
what are the unlocks that are needed
to get to a high-performing organization.
And finally it is about embedding the change.
Instilling new ways of working,
training, and enablement of teams to really drive
and sustain the efficiencies.
In a large-scale transformation
we typically follow a three phase approach.
The first phase, the rapid assessment,
it is all about crystallizing the full potential
of the organization by identifying functional,
but also cross-functional levers
across the full value chain.
At the same time we run our OrgVantage diagnostics
to understand the vitality of the people
and the organization.
Phase two, is in mobilizing
and activating the whole organization
around the transformation.
There are three key building blocks.
The first is cascading a strong narrative
for the transformation.
It's around the why, the what, and the how
of the transformation.
The second building block
is standing up a transformation management office
with a chief transformation officer.
But it's also about building the drumbeat, and the cadence
throughout the organization
that gets that transformation off to a strong start.
And finally, standing up the work streams
that can then start delivering impact
and rolling out the initiatives
throughout the full organization.
The third phase is realizing the full potential
and anchoring the change.
The focus of the transformation and the work streams
really shift from doing to teaching
an enablement of the full organization.
(upbeat music)