Good morning, everyone. My name is Caspar, and I once more have the pleasure of welcoming you to the second event in our Implement On Point series, Unlocking the Full Potential of Your Transformation. And it's fantastic to see how many again has joined this morning, and I hope that you're all sitting comfortably with a cup of coffee and once more are ready to dive into the topic of transformation management. These On Point series are designed to provide you with the most possible knowledge, if varied in a very condensed format. Therefore, it will mainly be us talking, but we will do a short self assessment in the middle, which I hope you will take part in. And I furthermore encourage you to post your questions or comments in the chat. We have good colleagues behind the screens that will try to answer these. Otherwise, we'll get back to you afterwards. And with that said, I think it's due time to do introduction. And with me once more, I have Alexander Strangel. Good morning. He heads up the Department in Implement On Strategy Execution and Transformation Management, and is one of our experts in turning strategic vision into action and value. And Alexander and I have extensive experience in helping organizations structuring their programs and maximizing the value of their transformation. And the purpose of gathering you all here today is to continue our journey on large scale transformation and more specifically on our X-Ray, which is based on the TPM framework that we introduced the first time. And today we have three points on the agenda. First, we'll set the scene by explaining how the X-Ray can help unlocking the full potential of your transformation. Then we'll activate you a bit with the short self assessment, which I just mentioned. This gives you a small taste of what an X-Ray could entail. And finally, we'll dive into the detail showcasing you how to apply it and how we do that with our clients. But before we go deeper into the agenda, we'll start with a short recap of the first event. So in case you missed it or just want to revisit it, we'll be sharing the recording of this event and the first event together with the slides of today with you all afterwards. So let's get into it. Implement was founded on the ambition to actually increase the impact and success rates of projects, programs and transformation across the globe. And there is unfortunately still a lot of work to be done. Fewer than one in four large scale transformations succeed in delivering the intended value, the impact and the change that they set out to do. We therefore believe and actually know that there is a need to rethink the way we understand, design, drive and execute transformation. And in the first event we investigated what we believe is some of the reason behind this low CCC rate. Here we presented the ten most common pitfall you risk of falling into if you do not apply a structured transformation approach to your programs. These cover elements from low transparency and reporting and resource overview to insufficient change management and communication. And in this connection we also asked you which challenges characterize transformation in your organization. And that shortstop The survey indicated that the most common issue out there was unclear vision, scope and benefit, and that the organization is often not set up for effective delivery. And these are two of the elements that we will dive into on our next deep dive on the next session that we are going to do. At Implement, we have worked with transformation for more than 25 years. And we have drawn on and consolidated all of this collective experience and the insights gathered from hundreds of transformation to develop our best practice framework for succeeding with these large scale transformation programs. We call it Implement TBM, which is designed around three equally important dimensions, which help to ensure that your transformation is designed to create impact, that the program is continuously driving progress, and that the receiving organization is actually engaged to change. Because far too often we see that there is an excessive focus on the green element, the drive progress element, out there, and that the target of the transformation remains undefined or unclear, and that the change in organization is often forgotten. And to truly succeed, our experience show that these three must work together as an ecosystem, where they are steered by strong leadership of the transformation and facilitated by an effective TMO. In each of these three dimensions, there is three underlying objectives, which each acts as a high-level roadmap for concrete practices to actually increase the transparency and predictability of your program, which ultimately leads to an increase in the likelihood of success. And fulfilling all of these objectives ensures that the program approach cover your transformation 360 degrees around. And further, it will provide a foundation for establishing the transformation mindset and behaviors and the capabilities required to actually secure lasting impact. And on the last event, we dived into each of these nine elements, which you again can revisit afterwards. We finally presented examples of how we work with program management and large-scale transformation. And today, we have dedicated the session to one of these elements, namely the transformation X-ray on ongoing programs. So I think with that said, and the recap out of the way, I'll hand over to Strange, who will set the scene for today's session. Thank you, Caspar. Good morning and fantastic to have you in this transformation space. Once again, we are really excited to talk about how you can X-ray your transformation and what that can do for you and your organization. You could say in particular, and maybe we mentioned that also quite a few times last time we talked, but most transformations and most programs we encounter are experiencing this vast increase in complexity and uncertainty, meaning that it's a lot of different stakeholders, a lot of different targets, a lot of different aspirations, and a lot of change that has to go really well together to create a lot of value. At the same time, transparency and predictability is in really, really high demand. So it is notoriously difficult to tackle and manage these transformations successfully. We also mentioned last time that transformations don't go wrong, they start wrong. And of course, that is a really definite truth. It's just really poor advice if you're already in the middle of a transformation because you can't turn back time. And do it differently. So to kind of balance this and work with how we decrease the complexity, understand what drives complexity and uncertainty and increases transparency and predictability, we have devised a solution which we call the X-ray. And that is set in motion to do one thing only, that is to take a snapshot of your transformation and help you figure out where are the most relevant improvement potentials, where are you now, and where can you go from here. What we typically do is we find the true, the core underlining pain points and the root causes for not getting the value or the progress or the stakeholder satisfaction that a transformation is experiencing or many other pain points. We also sometimes use the X-ray to figure out if we are on the right path before we invest heavily in a transformation. We can call that transformation assurance. It could also be figuring out how to stabilize the transformation that we have ongoing if things are shifting or a lot of changes occurring. Or it could be something that we do quite a lot, which is of course driving course corrective initiatives, meaning how do we get back on track to run the most optimal transformation we have. And sometimes, last but not least, we can also benchmark it against current best practice in the industries so we can help figure out if there is even more value to be gained on the transformation that you are currently running. And it's really important for me to say this is not only to give you a lot of insights, it's also to help mobilize the organization. form a movement that goes in the same direction and help leadership make the right decisions for how to increase value potential. We also have a saying and implement that goes around transformations, which is what got you here won't get you there. And it's definitely also true when we look into transformations that need help or support. A lot of things happen during the life cycle of a transformation and understanding really truly where you are right now is a foundation for making decisions on how to make decisions on how to make decisions. how to drive improvements. So understanding where you are and where you want to go is the two main components. The difference between the two is you also see in the screen here we call the value gap. And to drive true impact really must understand where we are today and what components could be ideal to change. And that is exactly what the X-ray will do for you. Create that snapshot and figure out where the value potentials are. And that goes across all the dimensions in the framework we have that's related to how do you drive the transformation to succeed with the impact. How do you work with structure, how do you work with people or capabilities. And we'll tell you more about that in just a second. It's not just about creating a really nice report, which is often something you would think about when you hear the X-ray or an assessment is we'll get a fantastic slide deck that we can then put into a draw and never look at again. For us, it's just a starting point. It's creating that good baseline that goes beyond what we think we know, establish all the facts and actually help drive improvement. improvements along the way. We really like to co-create the improvements in different waves. And we're really focused on making sure that we learn as we go. So it's not creating a assist to be scenario and hurrying up to get up to that. It's also making sure that the organization is with us on the journey and that we are really good at learning along the way and adapting. It's called compounding improvements and it's a fundamental in everything we do regarding transformations that we keep learning and evolving along the way. When you're done with an X-ray or what we typically get out of it once we have been driving these compounding improvements is that we see some different value factors coming out of it. And of course, it depends on how large the transformation you're running, where in the life cycle you are and the subject matter of what you're doing. But overall, we tend to see and we can actually measure with our dashboards and a lot of other good things what you get out of it. There is something on the impact dimension, meaning that typically you get more out of less faster. What that means is we can release value into the organization faster on our transformation. We can reduce the amount of rework or scope changes because we get much more aligned on what it is that we're doing. And we can ensure that the quality lives up to the expectations we have and thereby also de-risk not succeeding with our transformations value target. There's a lot to be gained typically from an X-ray on the progress side that we have efficient execution. We get information flows, optimal, which means that we get information round in the entire transformation and then we can make the right decisions based on a much better data foundation. I mentioned it before, we start getting much more flexibility and learning into it so we can adapt to changes because all transformations change while they are transforming. It becomes almost meta-like right now, but that's an important factor to know. And then we can improve collaboration and coordination by working better together. And last but not least, building engagement. Some organizations struggle in the transformations to really get their arms around how do we create the right level of support, the right level of buy-in and the right level of organizational understanding for what it is we are trying to achieve. A lot to be gained here in terms of understanding how we communicate, how we engage around getting everyone on the journey and for instance adopting new solutions or working with having ownership for the transformation. So in short, what's the right level of the right level of what we are trying to achieve. So in short, before we dive into what's under the hood of this X-ray engine, it's about taking a snapshot, understanding where the potential is and figuring out a good and interactive way of actually reaching that. All right. Caspar, I think I will hand it over to you from here. Yes. Thank you for that, Alexander. So from here, we will like to get you a taste of how we actually do these X-rays. And we do that with a short self-assessment, which I hope that you will take part in. So the way we are going to do this is through our mentee. And so please find your phone and join the mentee. You can either do that on scanning the QR code or inserting the numbers. And I think that the link will also be in the chat. And what we would like you here to do is for your current or previous program and transformation, indicate to what extent you agree with the nine statements that we have put in there from one to five. And please don't go anywhere. We'll be back in just a few minutes. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. plan in place. What I think is interesting is maybe not the metadata on everything you've put in here, but your own reflection right now on how you rated your organization and where you would like to be. So what are the factors where you are lowest on your own transformation and what is the potential there for getting even more value? That is actually the conversation we would like to have. And had we done this on only one organization, these would change a lot more and we could start having conversations around where should we drive these improvements to ensure that you deliver on the strategic aspiration. Let's go on. We have a schedule to keep, so I'll move out. Thank you. So we'll move into the last point on the agenda here this morning where we will actually dive into the details of the transformation program management X-ray. And we hope that gives you a short introduction to what it actually will entail to conduct some of these out in the organizations. Yeah. So as Alexander also introduced, the TPM X-ray is much more than just a snapshot in time presented in a report because it actually provides you with a forward-looking 360-degree view of your transformation capabilities and the opportunities for improvements in the future. It provides a baseline for tracking value and improvements over time and following up on these. And then it provides an in-depth understanding of how the program is actually perceived by the members of the program and also the stakeholders and not just how you believe it is perceived. It kickstarts the change journey by mobilizing and engaging the involved employees early in this change journey. And finally, the organization gets a common frame and a language for this transformation management that can be used throughout the organization. And we don't say this just to brag, but there are actually a lot of muscles supporting the X-ray. And we want just to showcase some of these expertise areas that could be involved in the X-ray depending on the context and the situation and the industry. And first of all, as you know by now, we have the framework itself, which includes concrete methods, tools and templates, which we will dive much more into in the following three deep dives. Then we have the project execution methodology. Then we have the project execution methodology. You probably know it or have heard about it. It's our half-double methodology that has proven to reduce the time to impact in the projects. This is our preferred way of driving the projects off the programs. Then we have the change and communication toolbox, which covers the five change domains across an organization. And then we have the maturity benchmark, which is the transformation maturity scores are based on and will range the maturity of the transformation across five levels from limited to leading across these nine dimensions that we are looking at in the organization. Then we'll have a transformation dashboard that will be able to drive these improvements ongoingly and following up as we progress throughout the transformation. And finally, we have a capability development approach that ensures that any gaps between where we are now in terms of capabilities and the future needed capabilities can be closed through engaging, skilling or training or academies. So you might now sit there and think this all makes sense, but how does it actually look? And we'll go into that now. So as previously mentioned, the backbone of the X-ray is actually our TBM framework. And this means that the data collection and the following analysis of the data is structured around these three dimensions. So in practice, this entails that the survey, the interview guides, the observation studies and the reviews of templates, processes, tools that we do is designed to gather data on all of these nine objectives around the entire framework. You got a small taste of this already with the nine questions divided into three of the different elements before with our self-assessment. And this again ensures that we actually get all the way around the program with the 360 degrees understanding of where we actually are now in order to be able to see where we want to go. And likewise, the key findings and the recommendation of the report that is created in the end is divided into these three areas of impact, progress and change so we can actually see the difference and where to focus our effort first to get the most out of the investment that we do. However, it is important to say that the report in itself is less important. A report is only as good as the action that it actually drives. So what really is important here is the conversation tool that the X-ray becomes for the transformation management, because it actually helps to facilitate informed conversation about the current state and data driven decision of the desired future state and how to actually get there. And the output of the X-ray involved of course both a qualitative element and a quantitative element, which both goes into our evaluation of the transformation maturity. And if we dive into first the qualitative element that often consists of a number of key findings that constitute a concrete improvement areas in relation to this framework, you see an example here from a client example that we have done. We furthermore add more details with this with more insights on the objective levels supported by the qualitative data, which you see down in the bottom. And if we then look at the quantitative side, the interactive dashboard, which we have mentioned a couple of times now, provide you with the detailed insights on both the overall dimension, the three levels and also the nine underlying objectives. And you'll be able to switch between that again to see where to put in your investment first. It furthermore provides you with views on the entire program and also on each of the individual projects in the program. So you'll be able to actually see the difference with the projects, which might might occur out there with, with a program having different projects running at the same time. It might not be the same that one project is needing as another project is needing. Likewise, you'll be able to actually compare the scorings from different respondent groups, for instance, between the management and on the other side, the project managers and the members to see if there is a different perception of what is actually going on. needed out there between what the management see and what the people actually doing the execution is experienced on a daily basis. And finally, it acts as this quality, constitutive baseline for tracking improvements and value creation over time. And exactly that Alexander would continue with. Thanks. So back to our talk around what's the baseline? What is the, you know, the foundation that we all really know and can verify is true? And just to give you an example here, a lot of the time when we have a conversation with an organization on, they would like their program to be improved or get some support. What they think they know and what we typically just accept as facts is probably not the whole truth and definitely not a 360 degrees understanding of the improvement potentials. So creating this as a foundation, this baseline across all the different dimensions really nuances the discussion, the conversation we can have around where are the big value potentials and where should we, where should we actually, take this and take this. And I think what's, what's really important when we talk about this is we don't want to go for a 5.0 and get a fantastic score and everything. What we want to do is figure out where are those high impact things we should work with and how do we get that transformation slowly moving towards that. And by having measurability on it, we can also drive continuous improvement together. And what that really means is that we can keep tweaking and turning and adjusting until we see that improvement that we want instead of having going to take a shot in the dark of what it is that would be beneficial for you. So it's a measureability, it's a baseline for where you are compared to where you could be. It's a definition of where would we like to take it, how ambitious should the transformation be. And it also becomes a dialogue tool to drive these improvements together in the organization. And that typically looks like something like this. And we have made a very, very illustrative roadmap here because typically there's a lot of confidential stuff on it. But we, we typically make a transformation roadmap, a strategic roadmap where we figure out across the different dimensions, which initiatives are interlinked, what's the interdependencies and how do we work with this compounding always becoming a little bit better across these dimensions and ensuring that we move the whole transformation, you know, out in the future together. So, so you'll get so much more than a report. You'll also get the recommendation and hopefully also also support in making it come to life. Last but not least, we actually have a light version of this X-Ray that we typically run in a lot of different organizations. And if you would like to try this out, we have decided to throw in five free light assessments or X-rays. So if you send us an email after this event, we'll get in touch with you and figure out how we do this. It's, it's creating that whole data room and that basic understanding for what are your challenges and then having a conversation with you around what could the, what could the main value potential be. So that's definitely out there if you would like to be. Last but not least, we also have some upcoming events. And in particular, we have decided to dive into the three different main components of our framework. We call it deep dive sessions. This has been one on how we can do a transformation X-Ray. The next one will be on building and setting up for high impact. So how do we create the strategic target picture for the transformation? How do we organize for effective delivery and make sure that we understand the overall benefits? The next event after that will be in the, in the green area as Casper calls it, which is a, you know, how do we drive progress, which governance, information, infrastructure, meeting cadences, project management, execution, you know, how do we actually execute a transformation and set that up for, for success? So we are leveraging the most progress that we can. And last but not least, we'll dive into in the last event in the new year on how can you engage the, the, the, the transformation stakeholders and make sure that you actually drive the right level of change and also make sure that leadership supports the transformation and building a holistic perspective on your overall transformation. I think that's pretty much all we, we had to say today. So without further ado, I think we'll give you back two minutes and 10 seconds of your morning and say, thank you so much for listening in. We saw many different countries represented. Very nice to see you in the transformation space once again, and we look forward to the next event. Have a good day.