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/ article, what works—and what doesn’t—in transformation.
By Jens Jahn , Reinhard Messenböck , Julia Dhar , Saskia Schneider , and Leonie Rüther
Large-scale transformation is hard even under ideal circumstances, but in the current business environment—with an ongoing pandemic, supply chain issues, macroeconomic uncertainty, and other complicating factors—the margin of error has gotten even smaller. Now, data is available to quantify the challenge. The latest version of an annual survey commissioned by BCG has found that transformations take longer than they did a year ago, while also yielding less value and achieving lower engagement levels among leaders and employees. More than half (57%) of all transformations fail to hit their targets in terms of value envisioned, timeline, or both—up from 40% a year ago. Thankfully, that same survey data reveals key success factors that companies can use to overcome these issues.
This is the third survey that BCG has conducted into transformation efforts worldwide, following similar studies done in late 2019 and late 2020 . All three have shared a common goal: to give company leaders an objective, data-driven understanding of the current environment for transformation and how they can successfully design and implement change programs.
BCG has developed a clear set of principles for companies to follow in order to increase their odds of transformation success, and those core principles are just as relevant as ever. (See “Three Transformation Journeys.”) In this environment, however, only the best companies can execute transformations well. The good news is that those companies offer clear lessons that can help other organizations’ chief transformation officers (CTOs), CEOs, and other leaders identify where and how to focus their attention and resources—and boost their odds of success.
Three Transformation Journeys
The Margin of Error Gets Smaller
The latest version of BCG’s transformation survey drew responses from approximately 1,000 companies representing a wide range of industries. One key theme of the findings is that average transformation performance has worsened in all dimensions compared to the 2020 survey results. (See Exhibit 1.) Fewer than half of all transformations now realize their target value. Costs have nearly doubled, and the average delay in timelines has tripled. Both engagement among company leaders and buy-in among employees have declined significantly.
In addition, the overall distribution of performance shows a wider spread between leaders and laggards. For example, the number of companies with a transformation success rate of 90% or better (as self-assessed by respondents) has declined by half compared to the numbers in our 2020 study.
It’s not hard to figure out why. Transformation requires large shifts in technology, business models , ways of working, and other elements that are central to a company’s DNA. Those changes were difficult enough to implement before COVID-19, but the pandemic has dramatically compounded the challenge. Management teams are understandably distracted by the challenge of keeping operations and businesses running while also ensuring the safety of employees and customers. In addition, work-from-home and hybrid models make it harder for leaders to engage and mobilize organizations.
Unfortunately, those challenges aren’t going away. As the pandemic drags on, it’s increasingly apparent that the business environment will not quickly pivot back to normal. Instead, the world is likely to continue to slog through the pandemic, with ongoing unexpected ramifications and challenges. As a result, it’s more important than ever for companies to learn from others that have managed their transformation most successfully.
The Three Elements That Characterize Transformation Leaders
What do these leading companies do differently? In our analysis, three key elements closely correlate with better performance: holistic management of change journeys, consistent leadership alignment, and employee-centric change management . Among the companies in our sample, the transformation leaders use these three levers to improve their performance on multiple metrics—including greater realized value, lower transformation costs, shorter project timelines, and increased engagement and buy-in from leaders and employees. (See Exhibit 2.)
Notably, our 2020 analysis highlighted these same success levers, but their positive effects are compounding in the current business environment. For example, the increase in realized value jumped from 32% in 2020 to 66% in 2021. The reduction in cost overruns grew from 10% in 2020 to 21% in 2021. The same playbook applies, but it is leading to bigger differences in performance.
Holistic Management of Change Journeys. Successful transformation leaders don’t just define a clear case for change for the transformation and explicitly emphasize how the effort will unlock value for shareholders and other stakeholders; they also embed it effectively in the organization. How? They set up transformation teams composed of groups of 10 to 15 people that are responsible for pursuing a manageable number of initiatives over a reasonable timeline; on average, programs include 10 to 20 initiatives and last one to three years. These teams function through a transformation management office (TMO), led by an executive who reports directly to the CEO or CTO. Leaders also use agile governance structures such as impact centers—physical spaces supported with meeting routines and rhythms that create transparency for leaders, encourage collaboration within and among teams, and maintain a laser focus on value.
Change Your Trajectory: Monthly insights on business transformation.
The survey data yielded two crucial insights on this topic:
- 90% of transformation leaders articulate a clear case for change, compared with just 74% of companies with failed transformations. Transformation leaders energize and engage the organization by effectively defining and cascading its purpose and its case for change. This entails developing leader action plans (to support leaders in translating the case for change into actionable behaviors and embedding it in their daily routines) and formulating a dedicated communication on the case for change (to deliver that case across the entire organization). Both measures are critical to ensure successful long-term embedding of the case for change in the organization.
- 77% of transformation leaders establish clear value drivers, compared with just 52% of less successful companies. Transformation leaders identify, foster, and reinforce value-creating behaviors and set the right organizational context for them.
Consistent Leadership Alignment. The second major factor that differentiates transformation leaders is having a leadership team that aligns on a common goal and works together to implement the program. The senior team, including the C-suite and the board, must articulate the case for change—clarifying what needs to change and why in a way that sets the tone for the rest of the organization. They must use different communication channels, particularly digital ones, given the sprawling nature of large organizations and the fact that a significant portion of the workforce now works remotely. Using digital channels also enables companies to personalize key aspects of their communication, crafting messages that resonate with individuals, rather than issuing a single blanket statement. The survey data revealed two key findings on this point:
- 49% of transformation leaders had complete alignment of the leadership team and consistent communication throughout the effort, compared with just 26% of transformation failures. Transformation leaders align the leadership team on the scope and objectives of the transformation and help employees understand why they need to be active participants in the change.
- 60% of leaders have a communication roadmap in place, compared with just 40% of transformation failures. Top performers define a comprehensive communication and mobilization strategy that includes feedback mechanisms so that they can revise and adjust the communication plan as needed. Ideally, a senior executive is responsible for developing the overarching communications approach, with the communications department and the TMO leader taking supporting roles.
Employee-centric Change Management. The third element is a focus that places employees at the epicenter of change. Transformation leaders don’t just hand down a finished plan for employees to carry out; they explicitly engage employees in developing the plan. This approach empowers employees to contribute to identifying problems and designing solutions at a granular level, which leads to the formulation of measures that are grounded in real-world experience and, therefore, more likely to succeed.
In our survey, 46% of transformation leaders explicitly focus on employees as the epicenter of change, compared with 29% of laggards. This approach builds a sense of ownership and engagement. Employees are more likely to embrace the change because it’s theirs—they were entrusted with the task of helping craft it. As one company leader put it, “Try to create a culture where people really want to make things better, and adopt a mindset focused on innovation and entrepreneurship.”
The margin of error for transformation may have shrunk as a result of COVID-19, but companies still face an imperative to transform. They cannot cling to the status quo or wait for conditions to become more favorable. In that light, the survey data from transformation leaders is like a lighthouse in a storm. By using these insights, companies can understand the pitfalls of transformation now and focus their resources and energy in the right areas to improve their odds of success. In doing so, they will set themselves up to compete more effectively and create more value.
Kristy Ellmer, Christin Owings, Dave Sivaprasad, David Kirchhoff, and Christoph Hilberath also contributed to this publication.
Managing Director & Partner
Managing Director & Senior Partner, Leader Business Transformation Suite
Senior Knowledge Analyst
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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.
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.
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.
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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Business Transformation Manager Job Description
Business transformation manager duties & responsibilities.
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Business Transformation Manager Qualifications
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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, and what it takes to succeed as a business transformation manager.
Table Of Contents
Business transformation manager job duties.
- Business Transformation Manager Salary & Outlook
Business Transformation Manager Job Requirements
Business transformation manager skills, business transformation manager work environment, business transformation manager trends, how to become a business transformation manager, advancement prospects.
- Job Description Example
Business transformation managers are responsible for leading large-scale changes within an organization. They work with a variety of stakeholders to implement new strategies, processes and technologies that will positively impact the business as a whole.
Business transformation managers may be tasked with implementing new technology systems or updating existing ones. They may also be responsible for developing new policies or procedures related to these changes. In many cases, they act as liaisons between different departments or teams to ensure that everyone is on the same page regarding these changes.
A business transformation manager typically has a wide range of responsibilities, which can include:
- Developing a business case for each project and presenting it to senior leadership for approval
- Monitoring the progress of each project throughout its life cycle to ensure that deadlines are met and objectives are achieved
- Developing a detailed plan for implementing the new system or process based on the needs identified in the business case
- Coordinating with IT teams to design and develop new systems or processes
- Conducting training sessions for employees on new procedures or programs to ensure that they are able to use them effectively
- Determining how to allocate resources within the organization to meet project goals and deadlines
- Working with external vendors to design and develop new products and services
- Analyzing data to determine where improvements can be made to increase efficiency or effectiveness of processes
- Establishing communication plans to notify clients, partners, and other stakeholders about changes in processes or procedures
Business Transformation Manager Salary & Outlook
Business transformation managers’ salaries vary depending on their level of education, years of experience, and the size and industry of the company. They may also earn additional compensation in the form of bonuses or commissions.
- Median Annual Salary: $125,000 ($60.1/hour)
- Top 10% Annual Salary: $375,000 ($180.29/hour)
The employment of business transformation managers is expected to grow at an average rate over the next decade.
Organizations will continue to invest in business transformation projects to improve efficiency and productivity, which will lead to demand for these workers. However, automation may limit the number of jobs available for business transformation managers because some tasks performed by these workers can be automated.
Related: Business Transformation Manager Interview Questions and Answers
To become a business transformation manager, you will likely need:
Education: Employers typically require a minimum of a bachelor’s degree in business administration, management or a related field. Some employers may also require a master’s degree in business administration or management.
Many business transformation managers also have a background in information technology, and some employers may prefer candidates with a background in this field.
Training & Experience: Business transformation managers typically receive on-the-job training in the form of mentorship from senior management or other experienced managers. This training helps the business transformation manager learn the company’s processes and procedures. It also helps the business transformation manager understand the company’s culture and how to work with its employees.
Certifications & Licenses: While business transformation managers don’t have to have any certifications to get hired, they can earn certifications to improve their skills and demonstrate their competence to potential employers.
Business transformation managers need the following skills in order to be successful:
Communication: Communication is the act of conveying information to others. As a business transformation manager, you may need to communicate with clients, colleagues and other stakeholders about the company’s goals and the progress you’ve made toward achieving them. Effective communication can help you build trust and maintain positive relationships with others.
Leadership: Leadership skills can help business transformation managers motivate their teams and encourage them to work together to achieve company goals. Effective leaders can also inspire their teams to learn and grow, which can help managers develop their teams’ skills and abilities to support the company’s transformation.
Strategic thinking: A business transformation manager needs to be able to think strategically about the company’s goals and how to achieve them. This involves considering the long-term effects of short-term decisions and evaluating the impact of a company’s current processes and procedures. Strategic thinking can help a business transformation manager develop a plan for change that can help a company grow and develop.
Change management: Change management is the process by which an organization transitions from one state to another. Business transformation managers often use their change management skills to implement new strategies and processes. They may also use these skills to help employees adjust to organizational changes.
Business acumen: Business acumen is the ability to understand the current state of a company and its market. It involves knowing the company’s goals and how to achieve them. It also involves knowing the strengths and weaknesses of the company and its competitors. With business acumen, a business transformation manager can help their company grow and develop.
Business transformation managers work in a variety of settings, including corporate offices, government agencies, and nonprofit organizations. They typically work full time and may occasionally work overtime to meet deadlines or to attend business-related events. Some business transformation managers travel frequently to meet with clients or employees in other locations. The work can be stressful, and managers may need to deal with difficult people or situations. However, most managers find the work to be challenging and rewarding.
Here are three trends influencing how business transformation managers work. Business transformation managers will need to stay up-to-date on these developments to keep their skills relevant and maintain a competitive advantage in the workplace.
The Need for a More Agile Workforce
The need for a more agile workforce is becoming increasingly important as businesses strive to stay competitive in the global economy. This trend is leading to an increased demand for business transformation managers who can help companies adapt to changing market conditions quickly.
Business transformation managers are essential to this trend because they have the experience and knowledge necessary to help organizations change their structure and processes in order to be more efficient and productive. By understanding the needs of businesses and helping them to adapt, they can play a key role in helping them to stay ahead of the competition.
More Focus on Digital Transformation
As businesses continue to focus on digital transformation, there will be an increasing demand for professionals who can help them achieve their goals. Business transformation managers are well-positioned to take advantage of this trend, as they have the expertise needed to help businesses make the transition to a digital platform.
In order to be successful in this field, business transformation managers will need to be familiar with all aspects of digital transformation, including marketing, customer service, and product development. They will also need to be able to manage teams and communicate effectively with stakeholders.
Greater Emphasis on Collaboration
The trend towards greater emphasis on collaboration is having a major impact on the workplace. As businesses become more reliant on teamwork, the need for professionals who can facilitate collaboration becomes increasingly apparent.
Business transformation managers are in a unique position to capitalize on this trend, as they are responsible for helping to create a culture of collaboration within their organization. By promoting open communication and encouraging team members to work together, business transformation managers can help to ensure that their company is prepared for the future.
A business transformation manager has a unique role in an organization. They are responsible for leading change and innovation, which can be a daunting task. However, with the right skills and experience, it is possible to become a successful business transformation manager.
To become a successful business transformation manager, you need to have strong leadership skills, be able to work effectively with people from all levels of the organization, and be able to think strategically about how to improve processes and systems. You should also be able to communicate clearly and be able to see the big picture.
The best way to advance your career as a business transformation manager is to gain experience and expertise in a specific industry. You can do this by working in a variety of roles within an organization, such as project management, business analysis, or change management. As you gain experience, you will be able to take on more responsibility and lead larger projects. You may also choose to specialize in a particular area, such as digital transformation or organizational design. In addition, networking and building relationships with other professionals will help you to advance your career.
Business Transformation Manager Job Description Example
At [CompanyX], we’re looking for a Business Transformation Manager to lead and oversee a wide range of business transformation initiatives across the company. You will be responsible for working with senior leaders to identify opportunities for improvement, developing and implementing strategies to drive change, and monitoring progress to ensure that objectives are met. In this role, you will need to be an excellent communicator and problem-solver, with the ability to think strategically and manage multiple projects simultaneously. If you are a driven individual with a passion for driving positive change, we want to hear from you.
Duties & Responsibilities
- Serve as a business transformation consultant to clients, providing expert analysis and recommendations for process improvements, organizational design, and change management
- Conduct in-depth interviews with client leadership and key stakeholders to understand current state business processes, pain points, and goals for improvement
- Analyze data collected from interviews and other sources to develop future state business processes that are efficient, effective, and aligned with the client’s strategic objectives
- Create detailed project plans for implementing the recommended business transformations, including timelines, milestones, risks, and mitigation strategies
- Manage all aspects of the business transformation project from start to finish, ensuring that deliverables are met on time and within budget
- Serve as a liaison between the client and implementation team, providing regular updates on project progress and addressing any concerns that may arise
- Train and coach client employees on new business processes, tools, and systems
- Develop and implement change management plans to help employees adapt to the new way of doing things
- Monitor post-implementation to ensure that the business transformation has been successful and make adjustments as needed
- Prepare reports and presentations summarizing the findings of the business transformation project
- Stay up-to-date on latest industry trends and best practices in business transformation
- Share knowledge and insights with fellow consultants to contribute to the continuous improvement of the business transformation practice
Required Skills and Qualifications
- 10+ years in management consulting, corporate strategy, or similar role
- Experience leading business transformation projects from start to finish
- Outstanding analytical skills with experience developing quantitative models
- Proven ability to think creatively and solve complex problems
- Excellent communication, presentation, and interpersonal skills
- MBA or other advanced degree
Preferred Skills and Qualifications
- Experience working in the technology, healthcare, or financial services industries
- Project management certification
- Change management certification
- Six Sigma or Lean certification
- Fluency in a second language
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Project Consultant - Business Consulting PI - GOV - CNS - BC - Transformation Delivery - New Delhi
Requisition Id : 1464498
As a global leader in assurance, tax, transaction and advisory services, we hire and develop the most passionate people in their field to help build a better working world. This starts with a culture that believes in giving you the training, opportunities and creative freedom. At EY, we don't just focus on who you are now, but who you can become. We believe that it’s your career and ‘It’s yours to build’ which means potential here is limitless and we'll provide you with motivating and fulfilling experiences throughout your career to help you on the path to becoming your best professional self.
The Opportunity: Project Consultant-GOV-Business Consulting PI-CNS - BC - Transformation Delivery
Our Global Government & Public Sector (GPS) is a network of highly skilled professionals bestowed to serving our clients by bringing best-in-class international experience and insight combined with local knowledge to solve the most critical problems facing governments today. We actively focus on building solutions that help public sector entities face the challenges of the future and reinvent themselves.
We have a proud record of helping governments meet their challenges head-on, and we work closely with them to build a world that works better for all citizens.
CNS - BC - Transformation Delivery :
EY Consulting is building a better working world by transforming businesses through the power of people, technology and innovation. Our client-centric approach focuses on driving long-term value for our clients by solving their most strategic problems. EY Consulting is made up of three sub-service lines: Business Consulting (including Performance Improvement and Risk Consulting), Technology Consulting and People Advisory Services.
Business Consulting works with clients to reimagine or transform their business purpose and model; create growth; manage cost and efficiency; respond to market pressures and regulation; and resolve operational challenges. The scope of this team encompasses innovation, strategy and purpose, through deep functional experience in business transformation, finance, supply chain and operations, providing support for the complex and large-scale program and portfolio management.
It has multiple fields of play such as:
Finance Consulting - helps assess and transform our clients' finance function to improve performance and effectiveness. We help organizations implement service and cost improvement initiatives, and embed a performance management process and culture that unites the business around its core objectives.
Business Transformation - a m?ultidisciplinary competency, gathering capabilities in transformation architecture, experience design, business design and transformation execution to problem-solve, design and deliver large scale, multi-year, multi-stakeholder transformation programs.
Supply Chain and Operations - we provide a unique combination of industry-specific, strategic, operational and financial insights, digital technology advances and strategic alliance partners to deliver better outcomes and also help clients effect fundamental change in their operations' performance to support sales growth, become more cost competitive, minimize risk and ensure operational resilience.
Your key responsibilities
* Engagement Delivery: Designing, developing and implementing solutions/ engagement delivery by executing the tasks that are part of overall assignment; lead modules of the engagement in small parts; interact with and present ideas / new perspectives to client personnel. Scope of work would include, but not limited to:
Project Delivery Project planning and budgeting, Define deliverable content, and Contribution to People Development: Perform role of coach, provide input and guidance to team members and actively contribute to firm's staffing process. Person will be responsible to thoroughly understand and communicate stakeholder requirements to appropriate team members, and manage all requirements accordingly to realize each for the stakeholder. Establish clear ownership for project tasks, ensure that team members have the tools needed, and provide timely feedback. Coordinate and facilitate delivery of project objectives. Track progress and review project tasks to make certain deadlines are met appropriately. Assess project issues and identify solutions to meet productivity, quality and customer goals. Proactively communicate project status, issues & risks to management. Conduct regular status meetings with all stakeholders, keeping the stakeholder's needs and requirements continuously in view. Person should have solid project management skills and be able to work consultatively on an operational level. Person must be self-motivated, enthusiast,ic and show leadership skills Project delivery - develop project plans; executes the project plans, coordinate projects; communicates changes and progress; complete projects on time and budget; manage self and project team activities. Customer Service - manage difficult or emotional customer situations; respond promptly to customer needs; solicit customer feedback to improve service; responds to requests for service and assistance; meets commitments. Analytical - synthesize complex or diverse information; collect and research data; use intuition and experience to complement data; design work flows and procedures. Problem Solving - identify and resolve problems in a timely manner; gather and analyse information skilfully; develop alternative solutions; work well in group problem solving situations; use reason even when dealing with emotional topics. Quality - demonstrate accuracy and thoroughness; look for ways to improve and promote quality; appliy feedback to improve performance; monitor own work to ensure quality.
*Master's Degree, preferably from a reputed institute with a good academic background Experience
* 5 Years of experience in project management and delivery
What we look for
People with the ability to work in a collaborative manner to provide services across multiple client departments while following the commercial and legal requirements. You will need a practical approach to solving issues and complex problems with the ability to deliver insightful and practical solutions. We look for people who are agile, curious, mindful and able to sustain postivie energy, while being adaptable and creative in their approach.
What we offer
With more than 200,000 clients, 300,000 people globally and 33,000 people in India, EY has become the strongest brand and the most attractive employer in our field, with market-leading growth over compete. Our people work side-by-side with market-leading entrepreneurs, game- changers, disruptors and visionaries. As an organisation, we are investing more time, technology and money, than ever before in skills and learning for our people. At EY, you will have a personalized Career Journey and also the chance to tap into the resources of our career frameworks to better know about your roles, skills and opportunities.
EY is equally committed to being an inclusive employer and we strive to achieve the right balance for our people - enabling us to deliver excellent client service whilst allowing our people to build their career as well as focus on their wellbeing.
If you can confidently demonstrate that you meet the criteria above, please contact us as soon as possible.
Join us in building a better working world. Apply now.
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Microsoft Business Applications Launch Event introduces wave of new AI-powered capabilities for Dynamics 365 and Power Platform
- By Charles Lamanna, Corporate Vice President, Business Applications & Platforms
- Dynamics 365 Customer Insights
- Dynamics 365 Field Service
- Dynamics 365 Finance
- Dynamics 365 Human Resources
- Dynamics 365 Project Operations
- Dynamics 365 Sales
- Dynamics 365 Supply Chain Management
- Audience type
- Customer service
- Field service
- Human resources
- Supply chain
- Power Platform
Today, at the Microsoft Business Applications Launch Event , we kicked off the 2023 release wave 2 for Microsoft Dynamics 365 and Microsoft Power Platform, a six-month rollout of new and enhanced capabilities scheduled for release between October 2023 and March 2024.
This release wave introduces hundreds of new features across Microsoft Power Platform applications, including enhanced capabilities for governance, administration, and professional development. Updates for Dynamics 365 include innovation to help employees be more productive, create exceptional customer experiences and deepen relationships, and drive meaningful growth across the business. This release also features new AI capabilities in Copilot—which more than 130,000 organizations have now experienced—that help to improve insights, save time, and enhance creativity across Dynamics 365 and Microsoft Power Platform.
Tune in to the launch event , live or on-demand, for a concise overview of the release wave, as well as a firsthand look at how organizations like Nestlé, Kodak Alaris, Northern Trust, Centrica, Spark NZ, Domino’s Pizza UK and Ireland, and Suffolk are adopting these capabilities to drive transformative changes in their businesses.
Some of the themes at the event include:
A new era of AI-powered customer service and field service
- Transforming enterprise resource planning (ERP) with AI
Enhancing customer experience through AI-driven transformation
Leading a new era of ai-generated low-code app development with microsoft power platform.
As a frontline for customer loyalty, service agents and field teams need access to information and insights to understand customer needs and respond appropriately. New Copilot capabilities for Microsoft Dynamics 365 Customer Service and Microsoft Dynamics 365 Field Service will help reduce time spent on common tasks, as well as introduce enhancements to the Customer Service workspace. Updates include improved inbox functionality , a redesigned voice experience , enhanced collaboration through Microsoft Teams, and integrated diagnostics for administrators—all aimed at boosting agent productivity and operational efficiency.
During the session led by Jeff Comstock, Corporate Vice President, Customer Service, we demonstrated how Copilot assists customer service and field service processes, including customer self-service, across various channels.
We also revealed how customers like Northern Trust Corporation, a leading wealth and asset management institution, can use Copilot to assist the client services team with tasks ranging from account reviews and case investigations to post-resolution wrap-ups. Northern Trust Corporation has not only gained recognition for its innovative financial services, but also for its unwavering commitment to customer service. With Dynamics 365 Customer Service as a steadfast component of its journey, the latest capabilities in release wave 2 can help the client service teams at Northern Trust be even more efficient, effective, and customer-focused, streamlining its workflow and enhancing its ability to provide timely and accurate support to clients.
The session also delved deeper into the field service domain, where Centrica, a global energy services company, effectively manages its sizable workforce of 12,000 field operatives on site by harnessing the new capabilities of Dynamics 365 Field Service, streamlining processes from task assignments to issue resolution.
To learn more about release wave 2 capabilities for Dynamics 365 Customer Service and Field Service, visit the release planner .
Transforming ERP with AI
The new release wave harnesses AI, automation, and analytics to help organizations drive greater operational efficiency across finance, supply chain, and operations—capabilities that enhance visibility, automate processes, extend coverage, and deliver a more integrated experience across departments.
Updates to Microsoft Dynamics 365 Finance include the general availability of extended planning and analysis, which brings together operational and financial planning to continuously plan, act, and analyze. In addition, the general availability of business performance analytics streamlines financial reporting by centralizing data from multiple business processes and in an easy-to-use interface.
Updates to Microsoft Dynamics 365 Supply Chain Management include improvements in demand planning, as well as procure-to-pay processes. Copilot will now suggest actions that can help purchasing agents make better decisions in response to new and updated information that affects open purchase orders.
At the launch event, Georg Glantschnig, Vice President, AI ERP, showcased how Domino’s Pizza UK and Ireland is improving its demand planning accuracy by using AI. These new features have greatly enhanced its capacity to serve more customers by precisely planning food requirements, thereby reducing food waste, and improving environmental sustainability through more efficient facility operations. Additionally, the process of fulfilling purchase orders has also seen a remarkable enhancement, thanks to Copilot.
We also demonstrated how New Zealand’s largest telecommunications and digital services provider, Spark NZ , is transforming its finance and supply chain operations with Microsoft Dynamics 365. It can now automate many of its financial processes—including vendor invoice processing, automatic revaluation of foreign currency transactions, transaction reconciliation, billing, and complex tax calculations. Human resources can also streamline processes, from hiring to self-service vacation time requests and tracking.
See the release plans for Dynamics 365 Finance , Supply Chain Management , Project Operations , and Human Resources.
With Microsoft Dynamics 365 Sales, Microsoft Dynamics 365 Customer Insights, and Copilot you can use data and insights that used to be hidden, unlock capabilities previously out of reach, and reach new levels of productivity and collaboration.
The new release wave introduces a variety of solutions to help marketers and sales professionals use Copilot to deepen their understanding of their target customer base, streamline engagement processes, and push the boundaries in crafting exceptional customer experiences.
In the closing keynote session, Lori Lamkin, Corporate Vice President, Customer Experience, demonstrated how Kodak Alaris , a global technology company, effectively used Copilot within Dynamics 365 Sales and Customer Insights. Taking advantage of the new AI capabilities, it tapped into previously hidden data to target its customer base, unlocking capabilities that were once out of reach. Using Copilot, it was able to create unique personalized content to keep customers informed about its services and effortlessly establish new levels of productivity and customer connection, attracting new businesses like never before.
For more details, review the release plans for Dynamics 365 Sales and Dynamics 365 Customer Insights .
Copilot in Power Platform ushers in a new era of AI-assisted low-code development. Copilot features in release wave 2 make it even easier to quickly create solutions.
At the launch event, Sangya Singh, Vice President, Power Pages, showcased how Copilot plays a vital role in democratizing development, enabling a broader audience—both citizen and professional developers—to create innovative solutions using natural language.
Through the lens of Suffolk, one of America’s largest construction companies, we demonstrated how Microsoft Power Automate helped them streamline critical material request processes, enabling teams to use Copilot in Power Automate to build flows by describing what they need.
We also showcased how Microsoft Power Apps can help Suffolk facilitate efficient coordination of construction status updates, and how the generative answers capability in Microsoft Power Virtual Agents can search industry resources for answers, reducing manual research. We also demonstrated how Microsoft Power Pages improves collaboration with multiple partners on construction projects, and how Microsoft Power BI can help Suffolk visualize safety data at construction sites across the globe, highlighting the trends, causes, and outcomes of incidents and near misses so that preventative actions can be easily identified and implemented.
In addition to enhancing daily business operations, Copilot within Microsoft Power Platform has significantly improved the governance and administrative experience, expediting the development of these applications.
Visit the Microsoft Power Platform release planner for more details.
Tune in to the Microsoft Business Applications Virtual Launch Event
Microsoft Business Applications Launch Event
Tune in live or on-demand for a concise overview of the release wave.
Watch the launch event on-demand for in-depth insights and demonstrations of the new capabilities across Dynamics 365 and Microsoft Power Platform. You can also delve into several deep-dive presentations on topics including Microsoft Dynamics 365 Business Central, responsible AI practices, and a fireside chat that explores the latest features in this release wave.
Don’t forget to explore the detailed release plans for Dynamics 365 and Microsoft Power Platform to stay informed about what’s new and on the horizon.
We also invite you to learn more about the latest AI innovation at Microsoft Ignite 2023 , taking place in Seattle from November 14 through November 17, 2023, with online sessions available live and on-demand on November 15 and November 16. Register today .