4. Lack of clarity and focus of the bigger picture
– bridging the chasm between the present
and the end state seems to be elusive
Uncoordinated objectives and execution
resulting in value not being delivered – lack
of leadership, experience and competencies
Insufficient drive to deliver results – parties
are not sufficiently motivated and directed
towards a common goal, generally suffering
from institutional lethargy
5. Creating a high
performance team that
delivers the vision
Shaping
Evolving the mindset
Best practices Creating a result
delivering team that
Transition
achieves vision
Succession
To facilitate
Change management
Alignment
Hearts & Minds
Key words Vision
6. Shaping Catalyze and promote
1.
change
Evolving the mindset
Shape outcomes and
Best practices 2.
drive results
Transition
Institutionalize
3.
Transformation
sustainable
Succession performance culture
To facilitate
Change management
Alignment
Key words Mission
7. Process
•Change management
•PMO
•Feedback
•Stakeholder
ROLES
management ( e.g.
Game changer
GOALS
workshops, F2F
Motivator
Transformation interaction, engagement,
Drive
Direction liaison, enrollment,
Coordinate
Strategy and stakeholder
Integrate
Journey management
effort alignment presentations)
Stakeholder •FRD/ LAB
Change
Barometer •Planning
management
Custodian of the
Streamline – vision Interface
Realizing the
remove red tape •Weekly update (email)
business case
Removing •Town halls, newsletter, internal website
Demonstrate
obstacles/ road
benchmark levels of •Investor roundtable
blocks leadership,
•Info day (media briefing)
How to do accountability,
•Fortnightly update meeting
teamwork
Defining the process •Steering committee
Coach and mentor
•Project committees (SC)
Strategic messages
•Key external stakeholder groups (e.g.
backbenchers, MPs)
8. 1. Who orchestrate the Transformation
2. Where does Team sit within the organisation
3. Boundary management with the line
4. Communication between CEO and Team
9. Deliverables
◦ Team Scoping document
Vision, Mission, GRPI and One
Page Strategy (OPS)
Team processes, approach.
Exit Criteria
Team structure
Team KPIs
Buy in from CEO
High level Implementation
plan – one pager, milestones
Stakeholder mapping
◦
Priority matrix
◦
Communication plan
◦
BTM – Break through Map
◦
Buy-in from CEO
◦
11. Seniors support Team’s
scope
Team’s approach will
Staff are aligned to the
deliver results Team’s approach
All required resources
will be allocated to the
Team to deliver the
results
Team has the
competencies and is
empowered to deliver the
plan
Hypotheses Assumptions
12. Alignment Continued leadership
Result delivery support
FRDs launched as
Excellent Project
planned
Management execution
Quick wins delivered as
planned Timely corrective
Change agents are action
identified and mobilized
Visible rewards and
Feedback from
consequence
stakeholders on program
buy-in matches or management
exceeds expectations
Success Measures Key Success Factors
15. Shaping To manage the
transformation through
Evolving the mindset
change initiatives
Best practices
A transformed
Transition
organisation
Transformation
A balanced
Succession transformation journey
To facilitate for organisation
Change management Shaping outcomes and
Driving results
Alignment
Key words Vision
16. Transformation Direction
Strategy and effort alignment
Change management
Streamline – remove red tape
Removing obstacles/ road blocks
How to do
17. Game changer
Motivator
Drive
Coordinate
Integrate
Journey management
Stakeholder Barometer
Custodian of the vision
Realizing the business case
Demonstrate benchmark levels of leadership,
accountability, teamwork
Defining the process
Coach and mentor