Business Transformation Roadmap
Define a compelling vision and actionable plan to advance your organization to your desired state
Driver
Do you find yourself looking at the company’s vision and saying “what got us here won’t get us there”? Or maybe you see major threats on the horizon and need to build out new capabilities, introduce a new product or service line… something to stay relevant?
This is a great opportunity to define a business transformation roadmap: taking a careful look at where you are, deciding where you want to be (informed by best practices and your unique strengths), evaluating options to bridge the gap, and rallying around a path forward.
Outcome
You’ll walk away with a vision for the future that resonates with key stakeholders, a multi-year roadmap to achieve the vision, and a detailed plan for the first year. You’ll also have supporting materials that contributed to the roadmap, to incorporate into initiatives and to refine and adapt as you progress.
Approach
We’ve created many roadmaps over the years, and while we can point to foundational elements in common across them (like product or program management, organizational change management, and iterative checkpoints to benefit from lessons learned), the vast majority of roadmap content is customized to each client.
We bring expertise in business transformation; your team holds crucial expertise in your business. That’s why we’ll start by listening to stakeholders across your business. We’ll ask lots of questions and listen intently to what’s being said and what topics are avoided. With a sense for your unique opportunities and ways of working, we’ll collaborate to create a vision for the future that’s worth the effort to achieve. This will likely take several iterations: we’ll work with an executive sponsor, a management-level sponsor, and key stakeholders throughout your organization to craft a future state vision that resonates.
We follow a phased approach, from baselining current state and envisioning a bright future, through gap analysis and roadmapping.
Vision in hand, we’ll conduct a gap analysis and create a value matrix of options for moving from where we are to where we want to be. All of this will inform a multi-year roadmap — a visual representation of the initiatives to accomplish our goals — and a detailed plan for the first year.
Why baseline current state?
While current opportunities and challenges can seem crystal clear from the outset, we find a current state baseline crucial for two main reasons.
First, we always uncover something surprising in the discovery phase, even if it’s simply a difference in perspectives across teams. An external party looking across teams has a very different vantage point than is typically needed to excel in day-to-day activities.
Second, it’s an important opportunity to build buy-in across the organization. We ask about ideas that have been percolating (and any persistent complaints) — and make sure that stakeholders know that we took their feedback to the executive sponsor. In this, we’re laying the foundation for effective organizational change management from the start.
Interested in learning more?
