This document summarizes a presentation given by Viren Lall, Secretary of the APM Benefits SIG and Head of Business Transformation at BT, on keeping business management (BM) simple, workable and alive during business transformation (BT) efforts. Some key challenges discussed include BM being seen as a separate task by consultants, analysts and architects rather than an integrated process. The presentation outlines efforts by BT to address these challenges, such as simplifying BM training, providing clear direction on mapping benefits, and motivating transformation professionals to find more benefits. Keeping BM ownership clear and ensuring maps are 80% correct but fully owned is emphasized as more important than striving for 100% accuracy.
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Keeping BM Simple, Workable and Alive in BT Transformation
1. BM in BT Transformation
Keeping BM simple, workable, and alive
in BT
Sheffield Hallam University
Viren Lall
Secretary APM Benefits SIG
Head of Business Transformation, BT
12th March 2013
2. Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”
5. BTGS - a Global Leader
A leader in Gartner’s Network Service Provider Magic Quadrants
Global – April 20121 Pan-European – April 20122
1
Gartner, Global Network Service Provider Magic Quadrant, Neil Rickard and Robert Mason, April
2012
2
Gartner, Pan-European Service Provider Magic Quadrant, Neil Rickard and Katja Ruud, April 2012
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6. Business Transformation
Business transformation is a leadership initiative, typically by the
senior management team, that aims to align an organisation's
initiatives with the organisation’s business strategy and vision.
Value is generated through monetising operational efficiencies
gained.
The benefits of a business transformation programme are
typically expressed as an end state (for example) 50% increased
revenue, 30~% cost reduction or margin improvement, reduction
in end to end cycle time for service delivery by 10 days, a measure
of quality, or 25% improved in customer satisfaction scores.
7. What do I do in BT
• Run Business transformation hothouses 3 day events 50-70
people to achieve outcomes
• Coach/Mentor managers on requirements, benefits, change
• Lead teams of architects, Business Analysts, change managers,
Transformation professionals, developers, PMO, operational
stakeholders, COOs, VP teams
• In brief define stages of transformation and drive transformation. 2
transformation programmes 2300 and 900 people.
• My responsibilities include
• Defining Transformation Strategy
• Enabling Benefit Realisation and maximising opportunity
• Advising on Change
7
8. Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”
9. Target Operating
Business Transformation failures are multioperational
Model
stage
Defining the Developing a Dashb
Implementing the
transformation benefit realisation leading
plan
strategy. plan and b
Same Operating
Strategy Model
Complex. Lofty. Not coherent
Underpinning Transformation Benefits
Not rigorous. Not shared. Nor Agreed
Execution
Failures in Project , Programme, and Change
9
10. Business Transformation failures -
common causes
Strategy Underpinning Execution
Complex. Lofty. Transformation Failures in Project ,
Not coherent Benefits Programme, and Change
Not rigorous. Not
shared. Nor Agreed
1. Fluff 1. Focussed on delivery 1. Project failure
2. Goals 2. Delivery of tech and 2. Stakeholder
3. Hierarchies benefits will happen management failure
4. Not linked to 3. No line of sight to 3. Poor implementation of
a challenge realisation change management
4. No accountability
10
15. Even adoption BM is a change
So do people resist change?
People resist being changed
People definitely resist the ambiguity of change
More often than not its lack of awareness and/or
skill and people will most definitely resist moving into
areas beyond their capability
15
16. Topics
• Context Setting BT & transformation
• Spotlight on BM and change
• Keeping BM Simple and “owned”
24. Supporting stakeholder engagement – top 10 tips
• Build the benefits map collaboratively - gets buy-in and helps delivery team
to visualise the benefits. Resist
– discouraging them from producing it! You will be surprised
– walking in with a complete product – it prevents them from being overwhelmed
– Creating it offline and bringing it back – you miss the golden chance of them owning it as a
part of the creative process. Ownership supports accountability for realisation
• Build iteratively within projects and work-streams for large programmes and
then aggregate
• Be firm about the conventions for producing the maps, but not at the cost of
being a barrier to production
• Invest time in smartening maps to create clear communication tools
It is an intuitive, logical tool and when executed well
produces fabulous results
25. Supporting stakeholder engagement – top 10 tips
• Prepare stakeholders for Benefits Realisation Management with short
briefing sessions
• Understand their objectives, explain it’s a non linear process and get them
to own the results of the finished product
• Use benefits maps to communicate actively through to your stakeholders
groups
• Quantify in benefits profiles and record in benefits register
• Having achieved consensus, assign responsibilities and accountabilities
both for tracking and for realisation
It is an intuitive, logical tool and when executed well
produces fabulous results
26. Supporting stakeholder engagement – top 10 tips
• Prepare stakeholders for Benefits Realisation Management with short
briefing sessions
• Understand their objectives, explain it’s a non linear process and get them
to own the results of the finished product
• Use benefits maps to communicate actively through to your stakeholders
groups
• Quantify in benefits profiles and record in benefits register
• Having achieved consensus, assign responsibilities and accountabilities
both for tracking and for realisation
It is an intuitive, logical tool and when executed well
produces fabulous results