Digital Transformation Toolkit - Overview and Approach

Digital Transformation Toolkit
Overview and 6-Phase Approach
Created by ex-McKinsey, Deloitte &
BCG Management Consultants.

Context
Forecasts suggest that by 2030, around 50 billion connected devices will be in use around the world, creating a
massive web of interconnected devices spanning everything from smartphones to kitchen appliances.
2
2018 2025 2030
22 billion
38 billion
50 billion
Source: Statista
Number of connected devices worldwide
Undertaking a successful digital transformation for your organization is becoming more important than ever.

Context
There are 12 core technology trends that make Digital Transformation possible
3
Digital Marketing 3D Printing Drones Robots Virtual Reality
Big Data Artificial Intelligence Cloud Computing Cyber Security Blockchain Internet of Things
Augmented reality

Problem
Transformations are hard, and digital ones are harder
4
According to a survey conducted by the #1 global consulting firm McKinsey, only 16% of executives say that their
organizations’ digital transformation has successfully improved performance and also equipped them to sustain changes
in the long term.
Even digitally savvy industries, such as high tech, media and telecoms, are struggling. Among these industries, the
success rate does not exceed 26 %. But in more traditional industries, such as oil and gas, automotive, infrastructure and
pharmaceuticals, digital transformations are even more challenging: success rates fall between 4% and 11 %.

The Traditional Solution
To solve this problem, companies usually hire management consultants from tier-1 management consulting
firms. While this solution works well, not everyone can afford it.
5
To help them increase the value creation of their digital transformation, most tier-1 companies (e.g. Apple, Procter & Gamble, Google,
Amazon) are hiring management consultants from the following management consulting firms:
Although this solution usually brings tremendous return on investment, not every business can afford to spend $300k+ to hire a couple of
McKinsey, Deloitte or BCG management consultants.

Our Solution
Our management consulting firm decided to create an affordable Digital Transformation Toolkit that will help you
undertake a successful digital transformation for your organization (or your client if you are a management consultant).
6
The Digital Transformation Toolkit includes:
Toolkit
Tools
Templates
Step-by-step Tutorials
Real-life Examples
Best Practices
Support from Tier-1
Management
Consultants
Frameworks

Objectives
The Digital Transformation Toolkit includes frameworks, tools, templates, tutorials, real-life examples and
best practices to help you:
7
• Undertake a successful digital transformation with a simple and comprehensive 6-phase approach: (I) Carry out a Business Case for
Change and set up the Digital Transformation, (II) Define the Digital Transformation Strategy, (III) Carry out a Detailed Business case & Financial
Model for each Project, (IV) Implement, Track & Manage Progress, (V) Define and Implement the Change Management Strategy and Plan, (VI)
Define and Implement the Communication Strategy and Plan
• (I) Carry out a Business Case for Change and set up the Digital Transformation: (1) Situation & key challenge, (2) Recommendation to
launch a digital transformation, (3) Reasons for launching a digital transformation, (4) Digital transformation team & budget, (5) Digital
transformation approach and timeline, (6) Key success factors
• (II) Define the Digital Transformation Strategy: (1) Summary of the corporate and business strategy, (2) Digital maturity model, (3) Current &
target digital maturity level, (4) Technologies to consider, (5) Key problems technologies could solve, (6) Digital transformation strategic
objectives, (7) List of potential projects, (8) Lean business cases & project prioritization, (9) Digital transformation roadmap
• (III) Carry out a Detailed Business case & Financial Model for each Project: (1) Business opportunity & suggested solution, (2) Project
objectives, scope, approach & plan, (3) Project deliverables & business outcomes, (4) Strategic alignment, (5) Dependencies & constraints, (6)
Risk assessment & mitigation, (7) Change impact assessment, (8) Project costs & benefits, (9) Net present value, (10) Key success factors &
KPIs
• (IV) Implement, Track & Manage Progress: (1) Governance, (2) Strategic objectives dashboard, (3) Digital transformation roadmap dashboard,
(4) Digital transformation program dashboard, (5) Dashboard for each project, (6) Project plans, (7) Post project evaluation, (8) Digital
transformation lessons learned
• (V) Define and Implement the Change Management Strategy and Plan: (1) Company’s strategy, (2) Required change to implement the
strategy, (3) Business roadmap, (4) Company readiness for change, (5) Structure and size of the change management team, (6) Roles &
responsibilities, (7) Guiding principles, (8) Change Lean Canvas, (9) Change impact assessment, Etc.
• (VI) Define and Implement the Communication Strategy and Plan: (1) Communication Objectives, (2) Approach, (3) Communication
Principles, (4) Key Stakeholder Groups, (5) Communication Channels, (6) Key Dependencies, (7) Communication Plan, Etc.

Key Success Factors
After undergoing 30+ digital transformations over the past 20 years, we identified that all great
digital transformations have the following 5 key success factors in common:
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5. Effective and
efficient governance
To build effective and efficient governance and easily track and manage progress, it is very important:
• To have one person accountable for the success of each initiative
• To have weekly meetings and user-friendly dashboards at the digital transformation program level and at the initiative level
• To print all the dashboards in A1 size and put them on a wall. Alternatively, you can also recreate the dashboards on a wall with
stickers, tape and post-its
4.A clear strategy to
ensure people adopt
the changes
To ensure that executives, managers, employees and customers understand the “why”, the “what” and the “how”, it is critical to craft
a comprehensive change management strategy and plan that includes:
• An impact assessment
• A communication plan, training plan and coaching plan
• A resistance management plan
3.An effective
process to prioritize
initiatives
To effectively prioritize a long list of initiatives, the use of a 2 by 2 matrix with the following two dimensions is very useful:
• Impact (e.g., cost savings, Incremental revenue)
• Effort (e.g., time frame required, human resources, financial resources)
2.A simple but
comprehensive
business case for
each key initiative
Each key initiative needs to have a simple and comprehensive business case with key components such as:
• The initiative objectives, scope and approach
• Expected deliverables and business outcomes
• Costs, benefits and net present value
1. A robust digital
transformation
strategy and plan
A strategy without execution is a dream. But execution without a strategy is a nightmare. That is why it is so critical to first spend
some time crafting a robust digital transformation strategy and plan, which should include key components such as:
• The strategic objectives of the digital transformation
• The key initiatives required to reach the strategic objectives
• The human and financial resources required to complete the key initiatives

6-Phase Approach
The Digital Transformation Toolkit includes a 6-phase approach that we have built and refined over the past 20 years through
constant trial and error. The good news is that you don’t have to waste your time, energy, and money going through that lengthy
trial-and-error process. You can simply leverage our work and customize it based on the specificities of your organization.
9
I. Carry out a Business Case
for Change and set up the
Digital Transformation
II. Define the Digital
Transformation Strategy
III. Carry out a Detailed
Business case & Financial
Model for each Project
1. Situation & key challenge
2. Recommendation to launch a
digital transformation
3. Reasons for launching a digital
transformation
4. Financial model
5. Digital transformation team &
budget
6. Digital transformation approach
and timeline
7. Key success factors
V. Define and Implement the Change Management Strategy and Plan
VI. Define and Implement the Communication Strategy and Plan
1. Governance
2. Strategic objectives dashboard
3. Digital transformation roadmap
dashboard
4. Digital transformation program
dashboard
5. Dashboard for each project
6. Project plans
7. Post project evaluation
8. Digital transformation lessons
learned
1. Summary of the corporate and
business strategy
2. Digital maturity model
3. Current & target digital maturity level
4. Technologies to consider
5. Key problems technologies could
solve
6. Digital transformation strategic
objectives
7. List of potential projects
8. Lean business cases & project
prioritization
IV. Implement, Track &
Manage Progress
1. Business opportunity & suggested
solution
2. Project objectives, scope,
approach & plan
3. Project deliverables & business
outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs & benefits
9. Net present value
10.Key success factors & KPIs

In the next slides, you’ll see a small preview of Phase I
10
transformation
4. Financial model
budget
and timeline
1. Governance
dashboard
dashboard
6. Project plans
learned
business strategy
solve
objectives
prioritization
Manage Progress
solution
approach & plan
outcomes

• Describe the situation of your company
• Describe the key challenge that your company is facing
Situation & Key Challenge
Executive Summary
11
Replace this text with your recommendation
Recommendation
Insert the reason why you
suggested your recommendation
Reason #1 Reason #2 Reason #3 Reason #4
• Provide more information about the
reason mentioned above

• Bank Corp’s profit has been increasing at a very good compound annual growth rate of 15% over the past 5 years
• Bank Corp’s shareholders expect an ambitious compound annual profit growth rate of 16% over the next 5 years
• The banking industry is mature, with an expected compound annual revenue growth rate of only 3% over the next 5 years
• A business model shift is required in order to meet our shareholders’ expectations
Executive Summary
12
We recommend to invest $100 million in a Digital Transformation Program in order to shift our business model from a linear value chain model to a digital ecosystem model
Recommendation
An increasingly “digitally
friendly” world
A low digital maturity within
Bank Corp
A digital model would drive
profitable growth
A great return on investment
Reason #1 Reason #2 Reason #3 Reason #4
• The number of connected devices
worldwide will exceed 50 billion in
2020
• Use of online and mobile channels is
becoming increasingly important in
the banking industry
• The digital maturity of Bank Corp
customer experience is low
• The digital maturity of Bank Corp
operations is low
• A digital ecosystem model would
generate $150+ million in additional
revenue over the next 5 years
• A digital ecosystem model would
generate circa $50+ million in cost
savings over the next 5 years
• These additional revenue and cost
savings would be driven by 5 key
projects
• Investing $100 million in a digital
ecosystem model would generate
100%+ return on investment
Real-life example

Insert your own text. This text is usually the same as the first bullet point
in the “Situation & Key Challenge” section of the Executive Summary.
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1.00
1.15
1.32
1.52
1.75
2018 2019 2020 2021 2022
Profit over the past 5 years
(in billion $)
The content of this slide
should illustrate the title
of the slide. If the content
of this slide is not
relevant, just delete it.
Check all the slides in this
presentation as we may
have a template that you
may want to reuse. Please
note that you can change
the data of each chart
included in this
presentation. Just double-
click on the chart and
then click “Edit data”
located in the “Chart
design” tab.
Compound annual profit growth rate: +15%

Bank Corp’s profit has been increasing at a very good compound annual growth rate
of 15% over the past 5 years
14
Real-life example
1.00
1.15
1.32
1.52
1.75
2018 2019 2020 2021 2022
Profit over the past 5 years
(in billion $)
Compound annual profit growth rate: +15%

In the next slides, you’ll see a small preview of Phase II
15
transformation
4. Financial model
budget
and timeline
1. Governance
dashboard
dashboard
6. Project plans
learned
business strategy
solve
objectives
prioritization
Manage Progress
solution
approach & plan
outcomes

Digital Maturity Model
Current state and target State
16
Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class
Current State Target State
Customer
Experience
Data &
Insights
Strategy &
Leadership
Technology
Operations
Culture &
People
Organization
Marketing
Cyber Security
Brand
Management

Digital Maturity Model
Current state and target State
17
A more comprehensive example
in Excel
Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class Current Maturity Level Target Maturity Level Recommendation
Customer
Experience •Only a single channel, which is often a physical store
•React to customer needs
•Low customer satisfaction
•Multiple channels but often siloed, with the
ecommerce department often seen as a separate entity
•Start to proactively answer customer needs, and
influence buying decisions
•Average customer satisfaction
•Actively transitioning from a multi channel to an omni-
channel model
•Proactively answer customer needs, and influence
buying decisions
•Good customer satisfaction
•Omni-channel model where on and offline channels
are integrated, allowing a seamless customer
experience
•Meet the needs of customers even before they
become aware of those needs (with Internet of Things)
•Very good customer satisfaction
1 2
•Create a project called "Customer
Experience" to help our company go
from level 1 to level 2
Data & Insights
•Barely no data
•Barely no insight
•The company has some data
•A team of people manually analyze and provide insight
to the rest of the company
•The company has a Big Data solution gathering a lot of
data
•Automatic reporting with key insights
•Almost a 360-degree view of the customer
•The company has a Big Data solution gathering a lot of
data
•Automatic reporting providing a lot of key insights in
real time
•A 360-degree view of the customer
2 3
•Create a project called "Data &
Insights" to help our company go
Strategy &
Leadership •Barely no digital transformation strategy
•Barely no plan to implement the digital strategy
•Barely no investment in Digital initiatives
•A basic digital transformation strategy has been
defined
•A basic plan has been defined to implement the digital
strategy
•Small buy-in from the leadership team and small
financial investment in Digital initiatives
•A robust digital transformation strategy has been
defined and is embedded in the overall corporate and
business strategy
•A robust plan has been defined to implement the digital
strategy
•High buy-in from the leadership team and high financial
investment in Digital initiatives
•Same as level 3
•A Chief Digital Officer is now part of the Executive
Committee
•The corporate strategy team and the Digital team work
together to define the corporate strategy
3 3 •Ensure the company maintain its
level 3
Technology
•Barely no new technologies are leveraged to better
achieve the corporate strategic objectives
•Start to leverage new technologies to better achieve
the corporate strategic objectives
•The use of multiple technologies starts to help create,
process, store, secure and exchange data
•The use of multiple technologies starts to help meet
the needs of customers at a lower cost
•All the new technologies are either leveraged or
considered to better achieve the corporate strategic
objectives
•The use of multiple technologies helps create, process,
store, secure and exchange data
•The use of multiple technologies helps meet the needs
of customers at low cost
•Same as level 3
•A Chief Technology Officer is now part of the Executive
Committee
•The corporate strategy team and the Technology team
work together to define the corporate strategy
1 2
•Create a project called
"Technology" to help our company
go from level 1 to level 2
Operations
•Barely no processes are automated
•Do not support the continuum from full service to self-
service
•Start to automate basic processes
•Start to support the continuum from full service to self-
service
•Start to enhance business efficiency and effectiveness
•Many processes have been automated
•Algorithms are extensively used to optimize processes
automatically
•Support the continuum from full service to self-service
•Enhance business efficiency and effectiveness
•Most processes have been automated
•Algorithms and machine learning are extensively used
to optimize processes automatically
•Support the continuum from full service to self-service
•Enhance business efficiency and effectiveness
1 2
"Operations" to help our company
Culture &
People •Employee training is inefficient, relying heavily on
classroom
•Did not define a Digital culture
•Do not have the right talents and capabilities
•Some employee training is digitized and becomes more
efficient
•Start to define and develop a Digital culture with
governance and talent processes to support progress
along the digital maturity curve
•Start to recruit the right talents and capabilities
•Employee training is digitized and available on demand
•The new digital culture has been implemented
•Has the right talents and capabilities
•Define and develop a Digital culture with governance
and talent processes to support progress along the
digital maturity curve
•Employee training is pushed to individuals on-demand
as part of continual improvement process
•The company is well-know for its great digital culture
•Has the right talents and capabilities
•Define and develop a Digital culture with governance
and talent processes to support progress along the
digital maturity curve
1 2
•Create a project called "Culture &
People" to help our company go
Organization
•Bureaucratic organization
•Communication essentially done via emails
•Start to create an agile organization
•Communication essentially done via emails
•Has an agile organization
•Communication done via emails and collaborative
tools (e.g. Slack, Atlassian) where the right people and
the right information come together
•Recognized in the industry as a state-of-the-art agile
organization able to quickly adapt, innovate and disrupt
other companies or itself
•Communication done via emails and collaborative
tools (e.g. Slack, Atlassian) where the right people and
the right information come together
1 2
"Organization" to help our company
Marketing
•Mainly uses traditional marketing levers (e.g. TV,
Radio)
•Starts to use both traditional marketing levers and
digital marketing lever (e.g. Google Ads, Facebook
Organic, Facebook Ads), but in a siloed way
•Uses both traditional marketing levers and digital
marketing lever in an integrated way
•Algorithms improve digital marketing budget allocation
in real time to maximize return on ad spend (ROAS)
•Same as level 3
•Great at creating shareable viral content
•Always experiments new emerging marketing levers
1 2
•Create a project called "Marketing"
to help our company go from level 1
to level 2
Cyber Security
•Do not plan for and proactively addresses cyber
threats and vulnerabilities
•Do not establish user profile to ensure proper access
to sensitive data
•Start to plan for and proactively addresses cyber
threats and vulnerabilities
•Ensure proper access to sensitive data
•Plans for and proactively addresses cyber threats and
vulnerabilities
•Establishes user profile to ensure proper access to
sensitive data
•Customer confidence above the industry average
•Plans for and proactively addresses cyber threats and
vulnerabilities
•Establishes user profile to ensure proper access to
sensitive data
•Customer confidence in the 90th percentile within the
industry
1 2
•Create a project called "Cyber
Security" to help our company go
Brand
Management
•Does not have a consistent and differentiating brand
across digital channels
•Start to develop a consistent and differentiating brand
across digital channels
•Has a consistent and differentiating brand across
digital channels
•Customer trust above the industry average
•Has a consistent and differentiating brand across
digital channels
•Customer trust in the 90th percentile within the
industry
2 3
•Create a project called "Brand
Management" to help our company
Average Score
out of 4 1.4 2.3
•Create a Program called Digital
Transformation that will manage the
projects listed in this document.
You can access this more comprehensive Digital Maturity
Model by opening the Excel document “Digital Maturity
Model”, which is included in the Digital Transformation Toolkit

Why are we considering big data for our organization?
18
Big data is a term that describes the large volume of data, both structured and unstructured, that inundates a business on a day-to-day
basis. But it’s not the amount of data that’s important. It is what organizations do with the data that matters. Big data can be analyzed for
insights that lead to better tactical and strategical decisions.
While the term “big data” is relatively new, the act of gathering and storing large amounts of information for eventual analysis is age-old.
The concept gained momentum in the early 2000s when industry analyst Doug Laney articulated the now-mainstream definition of big
data as the three Vs:
• Volume: Organizations collect data from a variety of sources, including business transactions, social media, and information from
sensor or machine-to-machine data. In the past, storing it would have been a problem, but today, new technologies have eased the
challenge.
• Velocity: Data streams in at an unprecedented speed and must be dealt with in a timely manner. RFID tags, sensors, and smart
metering are driving the need to deal with torrents of data in near-real time.
• Variety: Data comes in all types of formats, from structured, numeric data in traditional databases to unstructured text documents,
email, video, audio, stock ticker data, and financial transactions.
The amount of data in our world has exploded and analyzing large data sets will become a key basis of competition, underpinning new
waves of productivity growth, innovation, and consumer surplus, according to research by MGI and McKinsey's Business Technology
Office.
The next slides offer a deep dive into each
technology
Part of the Digital Transformation Toolkit

Examples of industries using big data
19
Government
Manufacturing
Banking
Health care
Retail
Education
With large amounts of information streaming in from
countless sources, banks are faced with finding new and
innovative ways to manage big data. Big Data and
Analytics help banks better understand customers and
minimize risk. Big data brings big insights, but it also
requires financial institutions to stay one step ahead of
the game with advanced analytics.
Educators armed with data-driven insight can make a
significant impact on school systems, students, and
curriculums. By analyzing big data, they can identify at-
risk students, make sure students are making adequate
progress, and implement a better system to evaluate and
support teachers and principals.
When government agencies can harness and apply
analytics to their big data, they gain significant ground
when it comes to managing utilities, running agencies,
dealing with traffic congestion, or preventing crime. But
while there are many advantages to big data,
governments must also address issues of transparency
and privacy.
Patient records. Treatment plans. Prescription
information. When it comes to health care, everything
needs to be done quickly, accurately, and, in some cases,
with enough transparency to satisfy stringent industry
regulations. When big data is managed effectively, health
care providers can uncover hidden insights that improve
patient care.
Armed with insight that big data can provide,
manufacturers can boost quality and output while
minimizing waste – processes that are key in today’s
highly competitive market. More and more manufacturers
are working in an analytics-based culture, which means
they can solve problems faster and make more agile
business decisions.
Customer relationship building is critical to the retail
industry – and the best way to manage that is to manage
big data. Retailers need to know the best way to market
to customers, the most effective way to handle
transactions, and the most strategic way to bring back
lapsed business. Big data remains at the heart of all
those things.
Part of the Digital Transformation Toolkit

In the next slides, you’ll see a small preview of Phase III
20
transformation
4. Financial model
budget
and timeline
1. Governance
dashboard
dashboard
6. Project plans
learned
business strategy
solve
objectives
prioritization
Manage Progress
solution
approach & plan
outcomes

The focus should be on the initiatives that have the greatest impact and
require the lowest effort
21
Impact
Effort
Prioritization matrix
Low
High
Low
High
Longer term initiatives
(actively work to reduce required
effort)
Initiatives to be prioritized
Unattractive initiatives
(do not pursue)
Low value initiatives
(pursue opportunistically)

See below 4 screenshots from Phase III
22
Project Financials in Excel
Strategic Objectives and KPIs
Change Impact Assessment
Lean Business Case

In the next slides, you’ll see a small preview of Phase IV
23
transformation
4. Financial model
budget
and timeline
1. Governance
dashboard
dashboard
6. Project plans
learned
business strategy
solve
objectives
prioritization
Manage Progress
solution
approach & plan
outcomes

Governance model to implement our digital transformation strategy
24
Program Update to
the Executive
Committee
Insert text
Program Steering
Committee
Insert text
Stakeholders
Meeting
frequency
Monthly
Bi-Weekly
Project Steering
Committee
Insert text Weekly
Update the
Executive
Committee on
progress made
Successful
implementation of
the program
Focus
Successful
implementation of
the project
Key Forums
Meeting
duration
1 hour
1 hour
45 min
Required
Deliverables
• Project dashboard
• Project plan
• Strategic objectives
dashboard
• Digital transformation
roadmap dashboard
• Strategic objectives
dashboard
• Digital transformation
roadmap dashboard
• Program dashboard

Insert the Initiative Name - Status report - 04/10/2021
Insert Author
25
Insert
Project Logo
• Insert your own text - Insert your own text
Overall Status
Time / Deadlines
Cost / Budget
Requirement /
Quality
Key Past Milestones Key Current Milestones Key Future Milestones
 Insert Milestone

In the next slides, you’ll see a small preview of Phase V
26
transformation
4. Financial model
budget
and timeline
1. Governance
dashboard
dashboard
6. Project plans
learned
business strategy
solve
objectives
prioritization
Manage Progress
solution
approach & plan
outcomes

Executive Summary
Change Impact Assessment Matrix
27
Caption:
Low
Impact
Moderate
Impact
Medium
Impact
High
Impact
Extreme
Impact
Complexity
of
the
Change
Size of the Change
1 team impacted Extreme
1 Division
1 Business Unit
Medium
•Insert name of the Change
Moderate
Low
Extreme
•Insert name of the Change •Insert name of the Change
High
•Insert name of the Change •Insert name of the Change
Half of the Company

Executive Summary
Structure and size of the Change Management Team
Insert Name
Senior Change
Manager
Insert Name
Junior Change
Manager
Insert Name
Change Manager
Insert Name
Change Manager
Insert Name
Junior Change
Manager
Insert Name
Junior Change
Manager
Insert Name
Junior Change
Manager
Insert Name
Junior Change
Manager
Insert Name
Junior Change
Manager
28

Executive Summary - Change Lean Canvas
29
Describe the change that is
happening
Why did we decide to do this
change?
Who will be impacted by this
change?
What will we do to prepare
impacted stakeholders?
When will they be impacted by
this change?
What are the business outcomes
we want to reach?
What are the business outcomes
we are reaching?
What are the next steps?
Enter the name of the
change
Change
Name
Enter Business owner
name
Business
Owner
Enter Change manager
name
Change
manager
Insert what the employee, customer or user
used to be able to do
Insert what the employee, customer or user
will be able to do with this new change
Insert the different stakeholder groups
impacted by this change
Describe the rational behind the decision to do
this change
Insert date
Insert what we will do to ensure proper
adoption of the change (i.e. communication,
training, pilot group,…)
Insert the business outcomes we want to
reach
When available, insert the business outcomes
and their source
Include the next steps if any
Enter Change Canvas
version & submit date
Submit
Date

In the next slides, you’ll see a small preview of Phase VI
30
transformation
4. Financial model
budget
and timeline
1. Governance
dashboard
dashboard
6. Project plans
learned
business strategy
solve
objectives
prioritization
Manage Progress
solution
approach & plan
outcomes

Communication Approach
31
Insert your own title
INSERT INITIATIVE NAME
Insert your own description

Communication Approach
32
Start the conversation
Build the story
Inspire action
INSERT INITIATIVE NAME
A staggered launch approach to introduce the
new vision of the company
Use of strategic key messages across all
communications to ensure consistency and
clarity of message.
The use of story-telling to bring the vision to
life. Use real-life case studies to illustrate our
key messages.
Create a sense of excitement for our new
vision with a creative campaign including
postcards, stickers and/or posters.
Targeted communications with specific
messages for highly impacted colleagues
Real-life example

Communication Principles
We will follow [insert your own number] overarching principles
33
Insert the title of the
communication
principle
Describe your communication principle (check our tutorial to see some examples)
communication
principle
communication
principle
communication
principle
communication
principle

Communication Principles
We will follow [insert your own number] overarching principles
34
Communicate with
purpose
We communicate when there is a clear purpose and/or there is a clear call to action for the audience.
Minimize noise
We communicate using a holistic approach through existing channels wherever possible to limit the number of communications
colleagues receive.
Clear and concise
We use clear, concise and plain language in all our communications. We don’t assume knowledge and avoid the use of jargon
and acronyms wherever possible.
Leader-led
We engage business leaders before we communicate more broadly to colleagues so they can help us lead change within
impacted teams.
Governance
Communications are issued following an agreed governance and
approvals process.
Real-life example commonly used by
Fortune 500 companies

We leveraged this slide to help us brainstorm and define the key messages
to communicate
35
Messages about the
business today
• The current situation and the rationale for the change
o Business issues or drivers that created the need for change
o Competitive issues or changes in the marketplace
o Customer issues
o Financial issues
• What might happen if a change is not made
Messages about the
change
• A vision of the organization after the change takes place
• Scope of the change (including process scope, organizational scope, systems and technology scope)
• Objectives for the change (what does success look like)
• Overall time frame to implement the change
• Alignment of the change with the business strategy
• How big the change is needed (how big is the gap between today and the future state)
• Who is most impacted and who is least impacted
• The basics of what is changing, how it will change and when it will change, including what will not change
Messages about how
the change impacts
employees
• The impact of the change on the day-to-day activities of each employee
• “What’s in it for me” (WIIFM) from the employee’s perspective
• Implications of the change on job security
• Specific behaviors and activities expected from the employee, including support of the change
• Procedures for getting help and assistance during the change
• Ways to provide feedback
• The expectation that change will happen and is not a choice
Status updates and
progress reports
• The schedule for the project overall
• When will new information be available
• How will information be shared about the project
• Major milestones and deliverables
• Key decision points
• Early success stories

Communication Channels
To deliver our messages, we will mainly leverage [insert your own number] internal
communication channels and [insert your own number] external communication channels
36
TV Mailing
Radio Billboard
Newspaper Events
External communication channels
Forum Workshop
Intranet Training
Email Phone
Internal communication channels
Face to face
Mail
Simply move the green arrows to
highlight the main communication
channels that you intend to use.
Tutorial

Structure of the Toolkit
The Digital Transformation Toolkit includes 400 Powerpoint slides and 30 Excel sheets categorized into
multiple folders that you can download on your device immediately after your purchase.
37
2
0. Overview and 6-
phase approach
400 editable Powerpoint slides*
+
*Please note that the number of PowerPoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a PowerPoint slide
that has been duplicated to facilitate our clients’ understanding only counts for 1 slide.
0 I 5
3 4 6
I. Digital Transformation
Business Case and Setup
II. Digital
Transformation
Strategy
III. Business Case and
Financial Model for
each Project
IV. Implementation V. Change
Management Strategy
and Plan
VI. Communication
Strategy and Plan

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price with the Gold Business & Consulting Package
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Gold Business & Consulting Package
Learn More
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Key Benefits of our Business & Consulting Toolkits
39
Improve the growth & efficiency of
your organization by leveraging
Business & Consulting Toolkits
created by ex-McKinsey, Deloitte &
BCG Consultants.
It cost us $1.7M to create all our
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It’s like hiring Management
Consultants to create all the
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Get the job done quicker and never
start from scratch again with our
ready-made and fully editable
Frameworks, Tools & Templates in
Powerpoint & Excel.
We have worked 20,000+ hours
over the past 5 years to create the
world’s best Business & Consulting
Toolkits. Don’t reinvent the wheel.
Download them now.
Improve your skills & capabilities
and meet your professional goals by
learning how the Fortune 100 and
Global Consulting Firms do it.
Get free support and advice from
our ex-McKinsey, Deloitte & BCG
Management Consultants.
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What our clients say about our Toolkits
Reviews imported from Facebooks, Amazon and Klaviyo
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Trusted by small and large organizations Customer satisfaction
Number of countries leveraging our Business & Consulting Toolkits
160+
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200,000+
4.8
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Join the 200,000+ Executives, Consultants & Entrepreneurs already leveraging our
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Digital Transformation Toolkit - Overview and Approach

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