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The Role of a Business Transformation Program Manager in Driving Change

Discover the crucial role of a business transformation program manager in driving change and achieving success.

Understanding the Business Transformation Program Manager's Role

A business transformation program manager plays a critical role in driving change within an organization. They are responsible for overseeing and implementing strategic initiatives that aim to improve business operations and achieve long-term goals. The program manager serves as a bridge between the executive team and the employees, ensuring that the transformation program aligns with the company's vision and objectives.

One of the main responsibilities of a business transformation program manager is to develop a comprehensive understanding of the organization's current state and identify areas for improvement. They need to assess the company's strengths, weaknesses, opportunities, and threats to formulate an effective transformation strategy. By having a clear understanding of the organization's goals and challenges, the program manager can develop a roadmap for change.

Additionally, the program manager facilitates communication and collaboration among different departments and stakeholders. They act as a liaison between the executive team, project managers, and employees, ensuring that everyone is on the same page and working towards the common goal. Effective communication is crucial in driving successful change, as it helps to manage expectations, address concerns, and promote buy-in from all parties involved.

Furthermore, the program manager is responsible for overseeing the implementation of the transformation initiatives. They need to create a project plan, allocate resources, and monitor progress to ensure that the program stays on track. They also need to identify and mitigate risks that may arise during the transformation process, making adjustments as necessary to maintain momentum and achieve desired outcomes.

In summary, the role of a business transformation program manager is multifaceted. They are responsible for understanding the organization's current state, developing a transformation strategy, facilitating communication and collaboration, and overseeing the implementation of initiatives. By effectively fulfilling these responsibilities, program managers can drive successful change and help the organization achieve its goals.

Key Responsibilities of a Business Transformation Program Manager

As a business transformation program manager, there are several key responsibilities that you need to fulfill to drive successful change. These responsibilities include:

1. Developing a clear understanding of the organization's current state and goals: To effectively drive change, you need to have a comprehensive understanding of the organization's strengths, weaknesses, opportunities, and threats. This understanding will help you develop a transformation strategy that aligns with the company's vision and objectives.

2. Creating a roadmap for change: Once you have identified the areas for improvement, you need to develop a detailed plan that outlines the steps, resources, and timeline for implementing the transformation initiatives. This roadmap will serve as a guide throughout the process and help you stay organized and focused.

3. Facilitating communication and collaboration: Communication is key in driving successful change. As a program manager, you need to ensure that there is open and transparent communication among different departments, stakeholders, and project managers. This will help manage expectations, address concerns, and promote buy-in from all parties involved.

4. Overseeing the implementation of initiatives: You are responsible for overseeing the execution of the transformation initiatives. This includes allocating resources, monitoring progress, and making adjustments as necessary. By closely monitoring the implementation process, you can identify and mitigate risks, ensuring that the program stays on track.

5. Measuring and evaluating the outcomes: To determine the success of the transformation program, you need to establish key performance indicators (KPIs) and regularly measure and evaluate the outcomes. This will help you identify areas for improvement and make necessary adjustments to achieve desired results.

By fulfilling these key responsibilities, you can effectively drive change and help your organization achieve its goals.

Benefits of Having a Skilled Business Transformation Program Manager

Having a skilled business transformation program manager can bring several benefits to an organization. These benefits include:

1. Expertise and knowledge: Skilled program managers have the expertise and knowledge to navigate complex transformation initiatives. They understand the challenges and risks involved in driving change and can develop strategies to overcome them. Their experience allows them to anticipate potential roadblocks and make informed decisions, ensuring the success of the program.

2. Effective project management: Program managers are skilled in project management, which is crucial in driving successful change. They can create detailed project plans, allocate resources, and monitor progress to ensure that the program stays on track. Their project management skills help them identify and mitigate risks, making adjustments as necessary to achieve desired outcomes.

3. Stakeholder management: Skilled program managers excel in stakeholder management. They can effectively communicate and collaborate with different departments, project managers, and stakeholders, ensuring that everyone is aligned and working towards the common goal. Their ability to manage expectations, address concerns, and promote buy-in from stakeholders is crucial in driving successful change.

4. Strategic thinking: Skilled program managers are strategic thinkers. They can develop a clear vision for the transformation program and align it with the organization's goals and objectives. Their strategic thinking allows them to identify opportunities for improvement and develop innovative solutions to drive change.

5. Continuous improvement: Skilled program managers are committed to continuous improvement. They regularly measure and evaluate the outcomes of the transformation program, identifying areas for improvement and making necessary adjustments. Their dedication to continuous improvement ensures that the organization achieves long-term success.

In summary, having a skilled business transformation program manager brings expertise, effective project management, stakeholder management, strategic thinking, and a commitment to continuous improvement. These benefits contribute to the success of the transformation program and help the organization achieve its goals.

Challenges Faced by Business Transformation Program Managers

While driving change is crucial for an organization's success, business transformation program managers often face various challenges. Some of the common challenges include:

1. Resistance to change: Change can be met with resistance from employees and stakeholders who are comfortable with the status quo. Overcoming resistance and promoting buy-in is a significant challenge for program managers.

2. Lack of alignment: Ensuring alignment among different departments and stakeholders can be challenging, especially in large organizations with diverse teams. Program managers need to facilitate communication and collaboration to ensure everyone is working towards the same goal.

3. Limited resources: Business transformation programs often require significant resources, including financial, human, and technological. Program managers need to effectively allocate resources and make strategic decisions to overcome resource limitations.

4. Uncertainty and risk: Transformation initiatives come with inherent uncertainties and risks. Program managers need to identify and mitigate risks, making necessary adjustments to keep the program on track and minimize potential negative impacts.

5. Managing expectations: Program managers need to manage expectations from various stakeholders, including the executive team, employees, and customers. Balancing expectations and delivering results can be challenging, especially when faced with time and resource constraints.

Despite these challenges, skilled program managers can overcome them through effective leadership, communication, and decision-making. By addressing the challenges head-on and leveraging their expertise, program managers can drive successful change and achieve positive outcomes for the organization.

Driving Successful Change Through Effective Program Management

Effective program management is crucial in driving successful change within an organization. Here are some key strategies to drive successful change:

1. Establish a clear vision and goals: A clear vision and goals provide a direction for the transformation program. They help align the efforts of all stakeholders and provide a roadmap for change. It is important to communicate the vision and goals to ensure everyone understands the purpose and benefits of the program.

2. Develop a comprehensive plan: A comprehensive plan outlines the steps, resources, and timeline for implementing the transformation initiatives. It helps keep the program organized and on track. The plan should be flexible enough to accommodate unforeseen challenges and adjustments.

3. Communicate effectively: Effective communication is essential in managing expectations, addressing concerns, and promoting buy-in from stakeholders. Program managers should ensure open and transparent communication among all parties involved. Regular updates and progress reports can help keep everyone informed and engaged.

4. Foster collaboration: Collaboration among different departments and stakeholders is crucial in driving successful change. Program managers should facilitate collaboration by creating opportunities for cross-functional teams to work together and share knowledge and expertise. Collaboration can lead to innovative solutions and better outcomes.

5. Monitor progress and make adjustments: Program managers should closely monitor the progress of the transformation initiatives and regularly evaluate the outcomes. This allows them to identify areas for improvement and make necessary adjustments to keep the program on track. Monitoring progress helps ensure that the program stays aligned with the organization's goals.

6. Celebrate milestones and achievements: Recognizing and celebrating milestones and achievements can boost morale and motivation among employees. Program managers should acknowledge the efforts and successes of individuals and teams involved in the transformation program. Celebrating milestones can create a positive culture of change and encourage continued commitment.

By implementing these strategies, program managers can drive successful change and help the organization achieve its goals. Effective program management is the key to unlocking the full potential of a business transformation program.

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Business Transformation Manager Job Description

Business transformation manager duties & responsibilities.

To write an effective business transformation manager job description, begin by listing detailed duties, responsibilities and expectations. We have included business transformation manager job description templates that you can modify and use.

Sample responsibilities for this position include:

Business Transformation Manager Qualifications

Qualifications for a job description may include education, certification, and experience.

Licensing or Certifications for Business Transformation Manager

List any licenses or certifications required by the position: PMP, CPA, MBA, PMI, CAMP, LEAN, PROSCI, CAPM, CBAP, IIBA

Education for Business Transformation Manager

Typically a job would require a certain level of education.

Employers hiring for the business transformation manager job most commonly would prefer for their future employee to have a relevant degree such as Bachelor's and Master's Degree in Business, Engineering, MBA, Technical, Finance, Computer Science, Project Management, Business/Administration, Education, Management

Skills for Business Transformation Manager

Desired skills for business transformation manager include:

Desired experience for business transformation manager includes:

Business Transformation Manager Examples

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  • Manage and coordinate deployment activities like organizational readiness, data migration/cleaning in close cooperation with the deployment managers
  • Lead the teams in the assessment, solution design and implementation of client-specific revenue cycle transformation solutions
  • Manage client engagements, including deliverables, client interactions and deadlines to the highest standard
  • Triage and solve client issues, escalating to the Principal director where appropriate
  • Assist Sales and Client Success in Business Development and identification of strategic partnerships
  • Within the project environment, provide guidance, training, and support on and use of applicable methodology principles, themes, templates and processes
  • Leads the discovery, review, and alignment of initiatives to strategic objectives through the prioritization process
  • Lead and manage process optimization and promote commonality in processes and tools
  • Provide subject matter expertise and drive adoption and standardization of industry best in class processes, metrics and overall solutions
  • Provide updates, presentations, and analyze data, resources, costs, savings, and provide recommendations for individual projects groups of projects
  • Scope Modelling
  • Use Cases and Scenarios
  • Business Rules Analysis and Decision Modelling
  • User Stories, Story Decomposition, and Story Mapping
  • Acceptance and Evaluation Criteria Definition
  • Advanced knowledge and proven experience in requirements communication and communication – requirements walkthroughs
  • Leads the Nordic deployment team and build local community of experts connecting them with the global programs and business process owners
  • Manage the delivery of a number of Business Change activities achieving agreed outcomes, delivery dates, within budget, whilst developing and maintaining key stakeholder relationships
  • Manage change to ensure risks and impacts are visible and controlled
  • Support the Head of Compliance and Behavioural Change in engaging business partners to define business requirements for projects that will be ‘game-changing’ for the business performance
  • Develop strong influencing and supportive relationships with all staff to generate confidence in proposed changes
  • Plan, manage and coordinate activities to ensure that Business Change is robustly managed such that implementation is effective and timely
  • Previous project management experience in complex change, IT and business innovation disciplines
  • Excellent stakeholder management and influencing skills including the development of communication and stakeholder management strategies for complex environments
  • Proven experience of manage and delivering change project outcomes successfully
  • The ability to convey business and project strategy, business processes and work flow automation, business initiatives, benefit realisation and service delivery as required to different and varied stakeholders
  • Determine the right drivers and process change needed to achieve objectives
  • Decides on, and will develop where needed, the tools and processes used to communicate progress of the initiatives
  • Decides on the appropriate tools and processes to be used to escalate and resolve issues to the various stakeholders
  • This role requires experience in all aspects of the enterprise business experience in business administration, computer sciences or similar vocations generally obtained through completion of a four year Bachelor's Degree program, technical vocational training, or equivalent combination of experience and education
  • Business transformation and/or Lean expert with 3+ years of experience and a “hands-on” track record of implementing successful business systems, including elements such as reporting, tracking, Lean Leadership (Daily Management, Standard Work and Gemba Walks) strategy deployment and value-stream mapping
  • Help accelerate direct material and indirect procurement initiatives, including design to value or design to cost
  • An ability to adjust and adapt to the rolling, day-to-day changes that transpire in the running of large projects
  • A willingness to travel, at short notice to regional, and international destinations
  • 5+ years in F&A consulting or service delivery
  • Provides continuous management of project-level scope, schedule and budget
  • Creates and manages project work plan, including tasks, phases, dependencies, critical paths, resource needs
  • Identifies, documents, manages/prioritizes, and resolves/mitigates project issues and risks ensures delivery of and maximizes project business benefits/return on investment
  • Identifies, monitors and communicates project status, milestones and deliverables, ensuring successful delivery
  • Monitors project deliverable quality
  • Assists in selection of team members
  • Conducts regular project team meetings, documenting and tracking actions
  • Certifications in ADP, project/programme management and/or Lean/Six Sigma preferred
  • Draw out insights and highlight implications for own and other’s work
  • Embedding and continuous improvement of PCPS Portfolio Governance processes and PMO maturity
  • University educated and/or qualified accountant (CIMA, ACCA, ACA or CPA)
  • Able to demonstrate operational excellence in a complex and global environment
  • Minimum 5 years’ experience within an accounting function
  • Provide project leadership to cross functional teams and effectively utilize project management techniques to organize, plan and execute initiatives while meeting or exceeding timelines
  • Help develop strategies for improving revenue and margins and overall business performance through internal and external analysis
  • Provide consultative advice and support to drive change management initiatives and associated communication programs
  • Work closely with the region to analyze, develop, implement, validate and track their identified benefits and provide project reporting where required
  • Identify, innovate, and execute transformational new business development opportunities
  • Transform data and learnings into actionable results with the use of advanced analytics for possible contingencies (i.e., sensitivity analytics, ROI, ) and analyze risks and opportunities that result from recommendations
  • Accountable for pulling together all the financial reporting against the overall Business Transformation programme for reporting to the SteerCo, PEM and Board- SteerCo meets every 2 weeks and the PEM every week
  • Resolve and/or escalate issues in a timely way
  • Bring together the non people and people savings and monitor the progress against the signed off plans across all workstreams
  • Work as part of the CO to drive reporting of the overall Business Transformation programme - ensuring transparency of progress and issues
  • Significant Digital Business Development experience with Cloud or aaS
  • The right person will have a combination of technical and analytical capabilities, and possess significant experience of business development, enterprise customer management, or program/product management experience
  • Demonstrable ability to work effectively across internal and external organizations is key
  • Technical degree required (or equivalent)
  • Requires 10+ years directly related experience in managing process improvement, business integration, business transformation, IT and other related projects, preferably in the Healthcare industry
  • Must be highly organized, detail-oriented and possess strong analytical and problem solving skills
  • Provide relevant financial data to support Transformation initiatives and to proactively identify/address areas of concern
  • Create and deliver presentations as appropriate to share information/recommendations with key leaders within the TMO and pan HP
  • Ongoing intake and prioritization of the project portfolio, including scoping, resource planning and supporting the BTL in project / portfolio governance as needed
  • Collecting and collating information, assessing and reporting on the execution of standalone and complex, cross-functional projects including issue management, escalation, management communications, KPI tracking and reporting
  • Implement and/or administer program/project governance requirements
  • Identify process improvement and lessons learned to increase the effectiveness and efficiency of program management across Financial Management of the Americas
  • Lead the business change management activity for an allocated portfolio
  • Work with the project and programme teams to develop the business change strategy for managing the change required
  • Define and prioritise the business requirements and provide strategic and tactical support to achieve those aims
  • Communicate clear messages to the business to explain the change management strategy and related business impact
  • Experience or expertise in financial reporting or cost-modelling is a plus
  • Bachelor’s Degree or foreign equivalent degree in Business Administration, Economics, Engineering, or a related field
  • Five years of progressively responsible experience providing Support and Transformation consulting services to clients on behalf of a global consulting company
  • Well versed in latest technologies to drive business efficiencies and growth outside of existing businesses (connectivity, the digital thread, dashboards, live factory, cloud date technologies )
  • Big 4 accounting experience, second tier accounting firm, CAS or equivalent
  • Bachelors or Master’s degree in Computer Science or Electrical/Computer Engineering or other relevant technical disciplines (or equivalent work experience)

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What Does a Business Transformation Manager Do?

Find out what a Business Transformation Manager does, how to get this job, salary information, and what it takes to succeed as a Business Transformation Manager.

business transformation programme manager

The Business Transformation Manager plays a significant role in steering organizations through periods of change, ensuring that transitions are smooth and effective. This position involves a strategic approach to improving processes, systems, and structures while keeping the company’s long-term goals in focus. By analyzing current business practices and identifying areas for enhancement, the Business Transformation Manager develops and implements strategies that enhance efficiency, productivity, and overall performance. Collaboration with various departments is essential to align transformation initiatives with the organization’s objectives, ensuring that every change contributes positively to the company’s evolution and growth. This role requires a blend of analytical thinking, leadership, and a deep understanding of how to manage change within a business context, making it integral to an organization’s ability to adapt and thrive in a dynamic market environment.

Business Transformation Manager Job Duties

  • Lead the development and execution of strategic transformation initiatives to drive business growth and efficiency improvements.
  • Facilitate cross-functional teams to identify and implement process improvements, leveraging technology and innovative solutions to enhance operational effectiveness.
  • Design and implement change management strategies to ensure smooth adoption of new processes and systems across the organization.
  • Develop and manage comprehensive project plans, including timelines, milestones, risk assessments, and budget forecasts, to ensure successful implementation of transformation projects.
  • Analyze current business processes and performance metrics to identify areas for improvement and develop data-driven recommendations for senior management.
  • Establish and maintain relationships with external vendors and consultants to secure resources and expertise required for transformation projects.
  • Monitor and report on the progress of transformation initiatives, including the achievement of key milestones and the realization of intended business benefits.
  • Conduct post-implementation reviews to assess the outcomes of transformation projects, identify lessons learned, and integrate findings into future initiatives for continuous improvement.

Business Transformation Manager Salary & Outlook

The salary of a Business Transformation Manager is influenced by the size and industry of the employing organization, years of experience in business transformation and change management, the complexity of projects managed, and the impact of their work on business performance. Additionally, expertise in digital transformation strategies can significantly affect compensation.

  • Median Annual Salary: $131,250 ($63.1/hour)
  • Top 10% Annual Salary: $337,500 ($162.26/hour)

The employment of business transformation managers is expected to grow at an average rate over the next decade.

This growth is driven by the increasing need for businesses to adapt to technological advancements, streamline operations, and enhance customer experiences. Business Transformation Managers play a critical role in devising and implementing strategies that ensure companies remain competitive and agile in a rapidly evolving market landscape.

Business Transformation Manager Job Requirements

Education: A Business Transformation Manager typically holds a Bachelor’s Degree, with majors in Business Administration, Management, Finance, or related fields. Some may have pursued further education, obtaining Post-Baccalaureate Certificates in areas like Project Management or Business Strategy. Coursework often includes subjects on organizational change, strategic planning, financial analysis, and leadership. While not all have completed a degree, a significant portion have taken college courses relevant to business transformation, management, and operations. High school diploma holders usually complement their education with additional courses or certificates in business-related disciplines.

Experience: Business Transformation Managers typically emerge from a background rich in strategic planning and project management experience. They often have hands-on experience leading change initiatives, demonstrating a knack for improving processes and driving organizational change. Their journey often includes participation in formal training programs focused on business transformation methodologies, as well as on-the-job training that hones their skills in leadership, analytics, and communication. This role demands a blend of practical experience in managing cross-functional teams and a deep understanding of how to navigate and implement change within complex business environments.

Certifications & Licenses: Certifications for a Business Transformation Manager are not strictly required but can enhance credibility and skills. Relevant certifications may include Project Management Professional (PMP), Certified Business Process Associate (CBPA), Lean Six Sigma Green or Black Belt, and Certified Change Management Professional (CCMP). No specific licenses are typically required for this role.

Business Transformation Manager Skills

Change Management: Orchestrating the transition of processes, systems, and technologies with a nuanced approach, Business Transformation Managers guide teams through change. They ensure minimal disruption and maximum adoption by aligning stakeholder expectations, managing resistance, and creating an environment conducive to new ways of working.

Lean Six Sigma: By leveraging this methodology, Business Transformation Managers streamline processes, eliminate waste, and enhance efficiency. They execute organizational change initiatives with precision and measurable outcomes, driving continuous improvement and fostering a culture of excellence that impacts the bottom line and operational success.

Strategic Planning: Business Transformation Managers craft long-term objectives and set actionable steps for achievement, aligning company goals with market trends and internal capabilities. They analyze competitive landscapes, identify innovation opportunities, and lead cross-functional teams to execute strategic initiatives effectively.

Stakeholder Engagement: Communicating and collaborating with individuals at all organizational levels is critical for ensuring the successful adoption of change initiatives. Business Transformation Managers actively listen to concerns, manage expectations, and build an environment of trust and transparency to drive alignment and commitment towards transformation goals.

Process Reengineering: In this role, managers meticulously analyze and redesign business processes to boost efficiency and productivity. They scrutinize existing workflows, identify bottlenecks, and implement innovative solutions that streamline operations and promote sustainable growth.

Digital Transformation: Business Transformation Managers use technology to overhaul business processes, improve customer experiences, and drive innovation, keeping the organization competitive in a rapidly evolving digital landscape. They strategically identify and implement digital solutions that align with the company’s goals, enhancing efficiency and growth.

Business Transformation Manager Work Environment

A Business Transformation Manager typically operates in a dynamic environment where the blend of traditional office settings and modern, flexible workspaces prevails. This role often involves utilizing a variety of digital tools and platforms to analyze data, manage projects, and communicate with stakeholders across different levels of the organization. The nature of the job demands a high degree of collaboration, making the ability to work in teams and navigate through diverse professional landscapes a necessity.

Work hours might extend beyond the conventional due to the global nature of many transformation projects, yet many organizations offer flexibility to balance this demand. The dress code tends to mirror the company’s culture, ranging from business casual to more formal attire, depending on the industry and client interaction.

The pace can be fast, with deadlines driving much of the work, yet the emphasis on strategic thinking and planning allows for periods of deep focus. Travel might be a component, depending on the scope of the transformation efforts, requiring adaptability and effective time management. The role is not just about managing change but also about personal growth, with many companies supporting professional development to stay ahead in a rapidly evolving business landscape.

Advancement Prospects

A Business Transformation Manager can ascend to higher strategic roles within an organization, such as Chief Transformation Officer or Vice President of Business Transformation. This progression involves leading larger, more complex transformation projects and influencing the strategic direction of the company.

To achieve these advancements, gaining experience in cross-functional projects and demonstrating success in driving significant business improvements is crucial. Mastery in change management and the ability to align business transformation initiatives with corporate strategy are essential skills.

Engaging in high-impact projects that showcase strategic thinking and leadership capabilities can also pave the way for advancement. Building a track record of successful transformations that contribute to the bottom line will position a Business Transformation Manager for senior leadership roles.

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Michael Mihai Diaconescu

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Ceri Parkes

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Specializing in the delivery of services, Rodney is a project manager with a passion for helping his clients succeed. He does this by understanding the business value of technological solutions and acting as a trusted advisor and change agent throughout the customer journey. When Rodney starts a project, he takes the time upfront to build a strong relationship by being responsive, establishing quality communication channels, and being available.

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With robust communication and leadership skills, PMI-ACP and PMP, Nikola is a senior technical PM, PgM, product manager, and a BA who excels at building performing virtual teams, maximizing value delivery, applying the most effective methodologies, and bridging the gap between business and IT. He is skilled in digital transformations, data and integrations, and cloud computing. Nikola has led strategic projects for Aveva, UPC, EDF, Telefonica/O2, British Gas, Mastercard, Sophos, and Erste Bank.

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Inder Ahluwalia

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Patryk Porębski, Freelance Business Transformation Project Management Consultant.

Patryk Porębski

Patryk is an IT and new tech professional with a strong technical and business background—having spent over ten years delivering complex IT projects. He is very knowledgeable about all IT stack layers and possesses a special touch with scalable, highly-available and fault-tolerant configurations and cloud infrastructure. Patryk is particularly passionate about emerging artificial intelligence and big data technologies.

Kamran Khan, Business Transformation Project Management Specialist.

Kamran Khan

Kamran is a results-oriented agile project manager who's led projects in IT, networking, mobile, adtech, streaming, big data/analytics, and privacy/compliance domains. He has 20+ years of experience working with globally distributed teams for organizations of all sizes to create, inspire, and innovate products. He's a passionate craftsman who applies the right tools such as Scrum, Kanban, DevOps, Agile, and lean thinking to attain business goals.

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Why your next transformation should be ‘all in’

Business transformation programs have long focused on productivity improvement—taking a “better, faster, cheaper” approach to how the company works. And for good reason: disciplined efforts can boost productivity as well as accountability, transparency, execution, and the pace of decision making. When it comes to delivering fast results to the bottom line, it’s a proven recipe that works.

The problem is, it’s no longer enough. Digitization, advanced technologies, and other forms of tech-enabled disruption are upending industry after industry, pressuring incumbent companies not only to scratch out stronger financial returns but also to remake who and what they are as organizations.

It’s entirely possible for organizations to ramp up their bottom-line performance even as they secure game-changing portfolio wins that redefine what a company is and does.

Doing the first is hard enough. Tackling the second—changing what your company is and does—requires understanding where the value is shifting in your industry (and in others), spotting opportunities in the inflection points, and taking purposeful actions to seize them. The prospect of doing both jobs at once is sobering.

How realistic is it to think your company can pull it off? The good news is that our research demonstrates it’s entirely possible for organizations to ramp up their bottom-line performance even as they secure game-changing portfolio wins that redefine what a company is and does. What’s more, “all-in” transformations that focus on the organization’s performance and portfolio appear to load the dice in favor of transformational results. By developing these two complementary sets of muscles, companies can aspire to flex them in a coordinated way, using performance improvements to carry them to the next set of portfolio moves, which in turn creates momentum propelling the company to the next level.

Life on the power curve

If you want to see where you’re going, it’s best to start with a point of reference. Our choice, the power curve of economic profit, came out of a multiyear research effort that sought to establish empirical benchmarks for what really makes for success in strategy. To create Exhibit 1, we plotted the economic profit (the total profit after subtracting the cost of capital) earned by the world’s 2,393 largest nonfinancial companies from 2010 to 2014. The result shows a power curve that is extremely steep at both ends and flat in the middle. The average company in the middle three quintiles earned less than $50 million in economic profit. Meanwhile, those in the top quintile earned 30 times more than the average firm in our sample, capturing nearly 90 percent of all the economic profit created, or an average of $1.4 billion annually.

Although there is an enormous gulf between the middle firms and the top-quintile firms, companies can and do move up. Eight percent, or one in 12 companies, managed this feat across the decade we examined (from a starting position in 2000–04, to an ending position of 2010–14). As described in Strategy Beyond the Hockey Stick (Wiley, 2018), the specific odds of a company succeeding are largely explained by its endowment (for example, its size and debt capacity), its trends (a declining or improving industry), and the application of five big moves .

While all of these factors matter, the five moves play the biggest role in determining whether or not a company successfully climbed the power curve. They are also the ingredients of a truly transformational transformation program, so let’s look at them next.

Big moves in the transformation tool kit

To place the five big moves in the context of transformation, we divided them into two categories. The first covers “performance-related” moves. These include substantial changes that lead to better margins and potential new fit-for-purpose business models.

Productivity improvements are a management favorite in the performance genre, but to qualify as a big move, the relative improvement versus your sector must outpace 70 percent of firms over a decade.

Differentiation improvement is the other performance-related move, covering innovation in products, services, and business models. Similarly, for this move to really transform the business, we said that your company’s gross margin improvement must put it in the top 30 percent of its industry’s improvement—or, to put another way, you must deliver 25 percent more improvement than your industry median.

5 big moves

The second category covers three “portfolio-related” moves. The first is active resource reallocation, which we define as the company shifting more than 60 percent of its capital spending across its businesses or markets over ten years. Such firms create 50 percent more value than counterparts that shift resources at a slower clip. 1 See Chris Bradley, Martin Hirt, and Sven Smit, Strategy Beyond the Hockey Stick: People, Probabilities, and Big Moves to Beat the Odds , New York, NY: Wiley, 2018. Meanwhile, a big move in programmatic M&A —the type of deal making that produces more reliable performance boosts than any other—requires the company to execute at least one deal per year, cumulatively amounting to more than 30 percent of a company’s market capitalization over ten years, and with no single deal being more than 30 percent of its market capitalization. Finally, for capital programs to qualify as a big move, the ratio of capital expenditure (capex) to sales must exceed 1.7 times the industry median for at least a decade.

Making big moves tends to reduce the risk profile and adds more upside than downside. The way we explain this to senior executives is that when you’re parked on the side of a volcano, staying put is your riskiest move.

While the five moves are by definition big relative to competitors, this does not mean they are brash or reckless. In fact, making big moves tends to reduce the risk profile and adds more upside than downside (although how much of each depends in part on your industry’s trends, as we will see). The way we explain this to senior executives is that when you’re parked on the side of a volcano, staying put is your riskiest move. Moreover, the five moves are cumulatively big and are most effective when combined in carefully considered ways. The successful big movers rarely lurch; they are far more likely to move consistently and steadily, with a constancy of purpose, over a long period of time.

Combining moves to transform

As shown in Strategy Beyond the Hockey Stick , for companies in the middle ranks of the power curve, making one or two of the five big moves increases a company’s odds of rising into the top quintile from 8 percent to 17 percent; making three big moves boosts these odds to nearly 50 percent. In our latest research, we sought to become more granular about the relationship between different categories of moves, by segmenting 1,435 companies that started in the middle three quintiles of the power curve into four transformation “stories” (Exhibit 2). Those relationships are interesting in their own right, and we also hope they will help leaders raise their sights in a nuanced way. Resetting aspirations often represents a critical need. It’s quite rare for companies to make more than a single big move; about 80 percent of our sample made exactly one move, or none at all.

The largest group, representing 47 percent of the companies we studied, didn’t make any of the five big moves. This doesn’t mean they didn’t make plans or moves—only that their moves weren’t big enough to reach our bar for transformational results. The members of this “static” group had the lowest odds of reaching the top quintile of the power curve, at 4 percent.

Performance only

Twenty-six percent of the companies made at least one big, performance-oriented move, but no portfolio moves. As a result, they nearly doubled their odds of rising to the top quintile of the power curve.

Portfolio only

Meanwhile, 15 percent of the companies we studied made a major move that reshaped their portfolio, but they didn’t make big moves in productivity or differentiation. At 11 percent, they had an even better chance than the performance-only group of vaulting to the top quintile. For example, Tele2, a Sweden-based telecom, used a strong programmatic-M&A strategy, featuring 16 acquisitions during the period we studied (2000 to 2012), to gradually expand to new markets while using the infrastructure from its acquisitions to strengthen its product offering.

Transformations that go ‘all in’ by addressing both a company’s performance and its portfolio yield the highest odds.

The 12 percent of companies in our sample that made at least one big move in both categories were rewarded with the highest odds of climbing the power curve, at 22 percent. Consider the case of Sun Pharmaceutical, an India-based manufacturer of generic drugs, which made clear differentiation improvements and executed a strong capital program over the period we studied. This allowed the company to seize upon the industry trend of increased local and global demand for generic medicines. In 2007, the company divested its research arm to focus fully on generics. This resulted in an aggressive expansion of the company’s production capacity (with a capital-expenditure ratio twice as high as the industry median at that time) and a strong focus on higher-margin generics (its gross margin doubled between 2000 and 2014).

The implication of these transformation stories is clear: approaches that go all in by addressing both a company’s performance and its portfolio yield the highest odds of lasting improvement. Over the course of a decade, companies that followed this path nearly tripled their likelihood of reaching the top quintile of the power curve relative to the average company in the middle three tiers. 2 Our analysis thus far has assumed that companies started in one of the three middle quintiles of the power curve—a good company earning close to its cost of capital. Keen readers may therefore ask, “What about companies starting in the bottom quintile?” We checked the numbers: in this case, performance-only, portfolio-only, and all-in programs offer similar, much higher odds than static programs (where the moves taken were small relative to competitors). Still, given more big moves, the all-in programs had the edge.

Play to your industry context

Life would be simpler if our story ended here. However, you’re not operating in a competitive vacuum. As we described earlier, other forces influence your odds of success in significant ways—in particular, how your industry is performing. To map this effect, we divided our sample of companies according to whether or not their industry improved its average economic profit over the decade we studied. We knew from our previous research that companies facing competitive headwinds would face longer odds of success than those with tailwinds, but what we now saw was the extent to which the impact of different combinations of moves affected the odds for each group.

Running against the wind

Among the companies in the power curve’s middle three quintiles, fully 60 percent compete in industries where the average economic profit is declining. Life is tough with a headwind, and these companies must run hard just to stand still. Just how hard becomes clear when we look at their net odds of success. We calculated this by netting their chances of moving to the top quintile against their chances of falling to the bottom quintile.

The net odds say it all: companies in declining industries have a 4 percent chance of moving up the power curve, but an 18 percent chance of moving down.

The net odds say it all: companies in declining industries have a 4 percent chance of moving up the power curve, but an 18 percent chance of moving down (meaning their net odds are negative 14 percent). If you’re in this group, how you employ the five big moves says a lot about how you’re likely to fare (Exhibit 3). Among our findings:

  • Standing still is a terrible idea. The odds associated with a static approach are grim, equating to a 2 percent chance of reaching the top of the power curve and a 16 percent chance of slipping to the bottom. Nonetheless, just over half the companies in declining industries followed this path.
  • Good performance alone won’t cut it. Surprisingly, perhaps, we found that performance-only moves also equate to negative net odds. True, the downside risk is lower with this approach than if you make no big moves at all—but not by much. This finding flies against the conventional wisdom that the best response in a declining industry is corporate belt tightening.
  • You can’t spend your way out of trouble. Companies taking a capex-only approach added far more downside than upside. Why? Big capital expenditures are an amplifier, pushing you faster in a good direction if the underlying investment is smart, and faster in a bad direction if it’s not. Given the added drag of an industry headwind, a capex-only approach to transformation is like stepping on the accelerator in heavy traffic: you won’t get far and may well crash. 3 Warren Buffett’s famous (and colorful) warning to Berkshire Hathaway shareholders also comes to mind: “The projections will be dazzling and the advocates sincere, but, in the end, major additional investment in a terrible industry usually is about as rewarding as struggling in quicksand.”
  • All in is your best chance. Companies that combined big performance moves with big portfolio moves (including capital expenditures, when not the only portfolio move employed) saw a big lift in their odds. Life is still challenging for these companies—their net odds are dead even—yet this is superior to the negative odds of the other situations. Ultimately, a bit more than one in five companies in this category were able to move to the top quintile.

Riding on the wind

The other 40 percent of the companies in the middle three quintiles have it much better, having been gifted a positive economic trend. For these organizations, the chances of success are enhanced: 15 percent, on average, rise to the top of the power curve, and just 8 percent fall to the bottom. For this group, too, the application of the big moves affected the outcome (Exhibit 4). Among the implications:

  • Don’t waste your gifts. A static approach is still a bad idea. While the odds of moving up the power curve were 9 percent for companies in this situation, the odds of moving down were 7 percent. You can do better.
  • Press your performance advantage. In an improving industry, the returns to performance improvement are amplified massively. This runs contrary to the very human tendency of equating performance transformations with turnaround cases. If you are lucky enough to enjoy an industry tailwind, a performance-only transformation raises your upside odds to 15 percent and lowers your downside chances to just 2 percent. When in the fast lane, step on the gas.
  • Don’t spend big without better performance. Far from being oil and water, growth and productivity improvement are well paired. Nonetheless, be wary of big capital-expenditure programs that don’t improve the overall cost and gross-margin economics of the business. Your net odds of success are much worse in this scenario than if you made no big moves at all. Combining a big capital-expenditure move with a big performance move, however, gives you net odds that are more than seven times better than standing pat.
  • All in wins again. Indeed, the all-in approach to transformation wins out. Depending on their particular combination of portfolio and performance moves, organizations in this category saw their chances of entering the top quintile reach a whopping 39 percent, versus a 6 percent chance of slipping down.

The takeaway from all this is that two big rules stand out as commonly and powerfully true whatever your context: first, get moving, don’t be static; second, go all in if you can—it’s always the best outcome (and also the rarest).

Getting to all in

In our experience, the companies that are most successful at transforming themselves sequence their moves so that the rapid lift of performance improvement provides oxygen and confidence for big moves in M&A, capital investment, and resource reallocation. And when the right portfolio moves aren’t immediately available or aren’t clear, the improved performance helps buy a company time until the strategy can catch up.

To illustrate this point, consider the anecdote about Apple that UCLA business professor Richard Rumelt describes in his book, Good Strategy/Bad Strategy (Crown Publishing, 2011). It was the late 1990s; Steve Jobs had returned to Apple and cleaned house through productivity-improving cutbacks and a radically simplified product line. Apple was much stronger, yet it remained a niche player in its industry. When Rumelt asked Jobs how he planned to address this fact, “[Jobs] just smiled and said, ‘I am going to wait for the next big thing.’ ”

While no one can guarantee that your “next big thing” will be an iPod-size breakthrough, there’s nothing stopping you from laying the groundwork for a successful all-in transformation. To see how prepared you are for such an undertaking, ask yourself—and your team—the following six questions. We hope they provoke productive and, dare we suggest, transformative discussion among your team.

Where is the value flowing, and what can we do about it?

Achieving success with big, portfolio-related moves requires understanding where the value flows in your business and why. The structural attractiveness of markets, and your position in them, can and does change over time. Ignore this and you might be shifting deck chairs on the Titanic . Meanwhile, to put this thinking into action, you must also view the company as an ever-changing portfolio. This represents a sea change for managers who are used to plodding, once-a-year strategy sessions that are more focused on “getting to yes” and on protecting turf than on debating real alternatives.

For more about how to transform the dynamics in your strategy room, see “ Eight shifts that will take your strategy into high gear .”

Do we put our money where our strategy is?

About one-third of US companies reallocate no more than 1 percent of their resources from year to year. Whether through bias, office politics, or plain old inertia, they simply roll this year’s plan into next year. It should, by now, go without saying that this is a terrible starting position from which to expect transformative change. Companies can escape the cycle by creating target portfolios, adopting decision rules, and creating simple processes to break free of inertia.

For more, see “ How to put your money where your strategy is .”

Are we ready for cannibalism?

Increasingly, incumbent organizations are getting to the pointy end of disruption, where they must accelerate the transition from legacy business models to new ones and even allow potentially cannibalizing businesses to flourish. Sometimes this requires a very deliberate two-speed approach where legacy assets are managed for cash while new businesses are nurtured for growth.

For more on embracing such a mind-set, see the Harvard Business Review article “ The best companies aren’t afraid to replace their most profitable products ,” on hbr.org.

Are we aiming high enough?

Bold aspirations matter hugely in business transformation , but people tend to be far more comfortable when they “underpromise and overdeliver.” The upshot, in our experience, can be setting initial targets (for example, in securing performance-related improvements) that are two or even three times lower than they could be over time.

For more on how to set strong aspirations and, more importantly, how to evolve them, see “The numbers behind successful transformations,” forthcoming on McKinsey.com, and “ Transformation with a capital T .”

Will our company take this seriously?

Embracing transformative change requires commitment, and gaining commitment requires a compelling change story that everyone in the company can embrace. Philips recognized this in 2011 when it launched its “Accelerate!” program. Along with productivity improvements and portfolio changes (including a big pivot from electronics to health tech), the company shaped its change story around improving three billion lives annually by 2030, as part of a broader goal of “mak[ing] the world healthier and more sustainable through innovation.”

For more about what works—and what doesn’t—in creating a change story, see “ The irrational side of change management .”

Are you up to the leadership challenge?

Leading a successful transformation requires a lot more than just picking the right moves and seeing them through. Among your other priorities: build momentum, engage your workforce, and make the change personal for yourself and your company. All of this means developing new leadership skills and ways of working, while embracing a level of commitment as a leader that may be unprecedented for you.

For more on addressing these challenges, see “ The wisdom of transformations: How successful CEOs think about change .”

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Chris Bradley is a senior partner in McKinsey’s Sydney office, Marc de Jong is a partner in the Amsterdam office, and Wesley Walden is a senior partner in the Melbourne office.

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Programme Manager

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Job Title: Programme Manager, Business Transformation

Department: Schroders Business Transformation

Schroders Business Transformation is expanding to support the development of key corporate and business strategies and to drive and lead the design and delivery of large scale, cross group change. We are seeking a Programme Manager who can lead diverse and time-bound programmes via multiple teams with differing specialisms.

Key Duties and Responsibilities:

  • Initiate and mobilise programmes as required.
  • Lead the delivery of group-wide programmes and projects across a range of initiatives.
  • Manage an assigned delivery portfolio within the scope of Enterprise Change responsibilities.
  • Collaborate with business and senior stakeholders to define and deliver against business outcomes and ensure clear, consistent reporting.
  • Design and implement appropriate target operating models to enhance and embed the transformational process.
  • Manage a programme team with matrix management requirements of the departments from which they will be provided.
  • Participate in the recruitment and onboarding processes for internal and external hires.
  • Plan and communicate a range of roadmaps and detailed plans to diverse audiences.
  • Manage communication of progress and changes to the wider organisation.
  • Drive change at pace through excellent cross-functional working.
  • Ensure financial diligence & reporting of the programme is adhered to working to secure delivery within budget.
  • Manage risk and issues proactively.
  • Manage dependencies across the programme and to/from adjacent programmes of work.
  • Successfully negotiate organisational challenges.

Additional Responsibilities:

  • Direct line management responsibility for a small team of project managers.
  • Participate in the recruitment and onboarding process for internal and external hires across the Business Transformation team.
  • Develop and promote the use of Business Transformation standards for change, whilst adapting agreed methodologies to effectively support a range of scenarios.
  • Contribute to the evolution of an Enterprise Change ‘Centre of Excellence’.
  • Mentor and support the development of change expertise across Schroders.
  • Support the culture of personal development across Schroders change resources and manage talent and succession planning strategies.
  • Provide pro-active and clear leadership in a range of scenarios and circumstances.

Qualifications and Experience:

  • Extensive experience and detailed knowledge of Asset Management.
  • Experience of managing large teams, both directly and in matrix frameworks.
  • Understanding of a range of delivery methodologies.
  • Good knowledge of change tools and techniques.
  • Proven delivery record of driving organisational and business change programmes with multi-million-pound budgets to agreed timescales and deadlines.
  • Demonstrable experience of driving transformational change in complex environments.
  • Ability to manage and motivate diverse sets of teams across multiple functions.
  • Evidence of multiple senior stakeholder management.
  • Strong consultative skills with the ability to collaborate when appropriate and influence across a broad, senior stakeholder base.
  • A good understanding of the application of target operating models, design frameworks and Business Architecture capabilities.
  • Evidence of resolving challenging issues and contributing to end state solution.
  • Able to make trade-offs to ensure priority value items are delivered.
  • Basic professional qualifications relating to the asset management industry and programme management practises.

Personal Attributes:

  • Inspiring and collaborative servant-leader.
  • Comfortable with ambiguity and change, able to drive clarity and simplicity.
  • Receptive to others’ ideas and responds constructively to challenges.
  • Energiser of team morale, see opportunity in overcoming challenges and uses these experiences to build the teams’ reputation.
  • Demonstrable resilience to handling pressure and setbacks well.
  • Clear understanding of who the clients of Enterprise Change Delivery are and their specific needs.
  • Pro-actively seeks feedback and accepts this positively.
  • Creates environments that provide the right balance of challenge and support.
  • Commitment to achieving higher levels of performance and sustained improvement.

Schroders is an equal opportunities employer. We welcome applicants regardless of age, disability, gender identity, religious beliefs, sexual orientation, socio-economic background or any other protected characteristics. We believe in the power of diversity and inclusion, and we strive to create an environment where everyone feels valued, included, and empowered. Our purpose is to provide excellent investment performance to clients through active management.

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Culture and Change Management

For future-ready companies, there’s no such thing as a one-and-done transformation. BCG builds the capabilities and culture that drive always-on change, so businesses can evolve in the right ways, at the right time—every time.

Transformation doesn’t have an off button. New opportunities, new disruptions, and new demands and expectations all come wave after wave. Successful companies continually adapt—almost on the fly. Sparking ongoing, on-demand transformation requires a fundamental shift in capabilities and a significant organizational culture change. But if the effort is substantial, so too is the reward: sustainable value creation.

Our Approach to Culture and Change Management

Three out of four large-scale transformations fail to meet their objectives. But there are ways to flip the odds: leadership commitment, a focus on culture, executional excellence, and inspiring and supporting people amid change. Our approach to organizational culture and change management combines all of these elements.

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We use behavioral science to guide change management and to gain insight into what blocks or accelerates organizational culture change. We help leaders encourage, support, and ingrain new ways of working. And we build the capabilities to track and manage the current transformation—and all the transformations to come.

Our human-centric approach is built upon four key pillars:

1. Desired Culture

How you adapt, innovate, collaborate, and build a diverse and inclusive workplace : culture drives it all. We help create a high-performance culture that embraces and fuels always-on transformation. It starts with building momentum for culture change by quickly launching low-lift “no regret” practices (like recognizing employees for transformation-positive behaviors). That’s followed by articulating the unique set of cultural traits that support business strategy, activating them through leader and organization-wide practices, and embedding the culture and change in organization structures, processes, and policies.

2. Leader Enablement

Successful transformations share one characteristic: leaders who lead with their head, heart, and hands. This means envisioning the future and aligning on priorities (the head), inspiring and empowering people (the heart), and executing and innovating with agility (the hands). While most transformations address the head and the hands, relatively few focus on the heart. Yet in our experience, engaging all three translates to a 96% chance of sustained transformation success . So a big part of our work is creating agents of change: leaders who make a compelling case for change, model new behaviors, communicate with empathy, and demonstrate care amid transformation.

3. People Engagement

Transformations are disruptive: strategy changes, operations change, processes change. And these successive waves of change have a profound impact on an organization’s people. We take a human-centric approach to change management consulting because when people thrive, organizations thrive. This means making sure that employees feel seen and supported, that they understand what is happening and why, that they are motivated by the vision, and enabled to contribute and deliver. Through scientifically-backed engagement and communications tactics, we help companies identify what sparks and what hinders transformation—and activate the most important enabler of them all: people.

4. Executional Certainty

Change programs have many interconnecting components: new technologies, new priorities, new capabilities, new ways of working. Getting everything in sync—and ensuring sustainable value delivery--requires dedicated, hands-on management of the overall effort. We help organizations create, and empower, a transformation office —a hub for tracking progress, sparking new behaviors, and adjusting course when necessary. We bring adaptive, end-to-end program management models and strong governance to every engagement, helping clients keep change on track—and on point.

Our Impact on Culture and Change Management

We partner with organizations across the private and public sectors to spark the behaviors and mindset that turn change into value. Here’s some of our work in culture and change.

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As part of a 12-week transformation, BCG worked with a global pharmaceutical company to help leaders articulate the case for change and foster clear communication between management and the workforce. This laid the foundation for a transformation that yielded $500 million in cost reduction, an earnings growth rate jump from 15% to 20%, and a rise in market value of $20 billion.

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To accelerate a transformation for a leading brewery group, we helped leaders craft a shared purpose , articulate that purpose to employees, and involve people at all levels of the organization in changing organizational culture. This fueled a transformation that, over seven years, helped the company’s share price double, earnings per share rise 147%, and cash returns more than quadruple.

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BCG worked with a South American telco to improve its procurement program by successfully investing in organizational culture change. Our change management consultants helped leaders engage staff throughout the process, communicate the purpose, and provide support through upskilling. The effort saw the company achieve $283 million in savings by creating a more adaptive procurement program.

Our Culture and Change Management Tools and Solutions

BCG’s culture and change experts are supported by an array of proprietary solutions: cutting-edge applications of AI, deep learning, and advanced analytics that ensure lasting performance improvements. Here’s some of our toolkit.

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OrgVantage. The best starting point for transformation is knowing where you stand—and where change matters most. A holistic diagnostic, this tool assesses organizational effectiveness and helps companies zero in on advantages that can boost performance and engagement. It efficiently diagnoses, analyzes, and roadmaps meaningful organization improvement opportunities for large-scale transformations.

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Momentum Meter.   Research has found that people’s attitude toward change is influenced by two factors. The first is confidence, or individuals’ belief in their ability to succeed. The second is mental capacity, or their bandwidth to complete complex tasks. These factors shift over time—often rapidly—and are affected by what is happening in their work life and personal life. Our meter is a weekly pulse check, supported by powerful analytics, that examines employee sentiment during periods of change and that provides insights that spark timely and precise interventions.

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Transformation Academy. Developed by BCG change management consultants and transformation experts, this online and live learning program is tailored for each client and uses real case studies to ensure transformation best practices.

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Key by BCG . Through configurable dashboards—connecting organizational data to advanced analytics tools—this tool facilitates fast, data-driven decision making. Used across all levels of an enterprise, it helps ensure value delivery and true P&L impact.

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Culture Diagnostic. Culture can make or break a transformation. Our diagnostic tool helps organizations get the lay of the land—and zero in on the behaviors and beliefs that foster growth and value—before changing organizational culture.

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Ready, Willing, Able. Employees are the lifeblood of transformation, which makes it crucial to know their sentiment towards change. This survey helps companies understand how ready, willing, and able their workforce is to adapt successfully.

Our Latest Insights on Culture and Change Management

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Meet Our Culture and Change Management Consulting Team

BCG’s culture and change management consultants come from different regions and different backgrounds, but they’re guided by a shared belief: the best transformations don’t just improve processes, they create an environment for sustained success. Here’s some of our team.

Kristy Ellmer

Managing Director & Partner

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Partner and Associate Director, Leadership & Culture

Daniel Zepter

Managing Director, BCG BrightHouse

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Varun is a management consultant with more than 20 years of experience in driving large-scale global transformation programs. He has a proven track record in building businesses from the ground up.

As the EY Global Private Assurance Business Insights Program Lead, Varun helps drive key strategic priorities in a fast-changing landscape. He has a laser focus on the overall delivery and execution for Business Insights.

Varun holds a specialization in Operations Management from IIM Kozhikode and has a Bachelor’s degree in Business Administration. With several certifications in project and change management disciplines, he is also a reputed design thinking practitioner.

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  26. Culture and Change Management Consulting

    Here's some of our work in culture and change. As part of a 12-week transformation, BCG worked with a global pharmaceutical company to help leaders articulate the case for change and foster clear communication between management and the workforce. This laid the foundation for a transformation that yielded $500 million in cost reduction, an ...

  27. Varun Arora EY Global Private Assurance Business Insights Program Lead

    Varun is a management consultant with more than 20 years of experience in driving large-scale global transformation programs. He has a proven track record in building businesses from the ground up. As the EY Global Private Assurance Business Insights Program Lead, Varun helps drive key strategic priorities in a fast-changing landscape.