Good Morning! My name is Kasper and I have the pleasure of welcoming all of you to this morning's Implement On Point event, Unlocking the Full Potential of Your Transformation. And it's fantastic to see how many actually showed up here today. And I hope that you're all sitting comfortably with a cup of coffee and are ready to dive into the topic of transformation management. I know that at least we are. Yes. So this On Point session is designed to provide you with most possible knowledge in a very condensed format. Therefore, it will mostly be us talking here today. However, we will do a short poll, which I hope a lot of you will take part in. And furthermore, I really encourage you to post questions or comments in the chat. And our good colleagues behind the screen will try to answer these along the way. And otherwise, we'll get back to you after the session. And this morning event is actually the first one in a series on transformation management. And we'll provide more information of what you can expect for later events in the end of this session. And rest assured, all of what we show here today, the materials and the slides will be shared with you after this session. And with that said, I think that we are ready to do introductions. And with me here today, I have Alexander, who heads up the department in implement on transformation management and strategy execution. And he is one of our experts in transforming strategic vision into actions and value. And Alexander and I have extensive experience in helping organizations, structuring programs and actually maximizing the impact of their transformation. And the purpose for gathering you all here today is not only to share Alexander and my experience, but actually to share implement best practice from literally hundreds of transformations over the last 25 years. And therefore, what you see here today is actually a consolidation of all that knowledge and experience that we have gathered over this year. And the agenda for today is quite simple. We have only two points. First, we will go through the most, the 10 most common challenges as we see them of large scale transformation. And we will try to explore whether they actually resonate with your opinion. And we will do that through the poll. And secondly, we will present our best practice framework for driving large scale transformation and how that can help you to navigate all of these complexities and increase the transparency of transformations. So I think with that, we are ready to jump into it. Sure. And Alexander, would you set the stage? Thank you so much, Kasper. And good morning to you all. Fantastic to see you here. And we have really been looking forward to presenting our perspectives on transformation. I think maybe before we dive into the challenges and the solution elements, it would make sense for us to just spend a little time on actually explaining what we mean with a transformation. What we see is that change is happening much faster with a very high rate and many transformations are needed for an organization to stay ahead. It can be a multitude of elements going into a transformation, but ultimately we see it as a mechanism that translates a strategic intent into a transformation. specific action plan and therefore delivering value. Which also means that we have a lot of moving parts going into a transformation that needs to work in concert for that value to be realized. Which also means that complexity and scale will increase quite dramatically. And it will typically also involve very, very tangible and important core elements of the organization that we are trying to change. Therefore, they are also notoriously difficult to succeed with. If I were to look into the data to just underline that point, a recent study we have chosen to include here today is that only 22% of large scale transformations actually end up being characterized as successful. What that means is that we are successful in delivering the value, the impact and the change that was actually originally intended. There has been many studies on this all the way back from John Carter's very famous 1994 study and all the way to present time. We have even done our own and the conclusion is the same. There is a huge gap and a huge potential in making transformations deliver the value that they set out for. The dark side of that number is also that most transformations, maybe including yours, are at the risk of failing. And we see many organizations heavily underutilized investing in critical elements that will ultimately inhibit their success. So we think there is a huge gap to close here and we need to rethink how we understand, design, drive and execute transformations in the future. And I promise we're going to dive very much into this a little bit later, but now I think we might be ready to take a step into more specifically what typically characterizes the challenges of succeeding with transformations. I wanted to include one of my favorite quotes. My favorite quotes from grey transform photographs don't come out for like считaku and theories to begin with... ...to experience across organizations in the story. transformations across different organizations. Many of them realize a little too late if they only had done X, Y, Z or realize that they have actually been starting it the wrong way and spent the entire transformation period trying to fix challenges, course correct and firefight instead of spending time on very, very valuable work. So you'll be spending more time trying to solve problems than actually creating value. So that's one of the main challenges, but let's take it one step deeper. So I have brought 10 common challenges that we tend to see and all of these I'm about to show you actually affect each other one way or the other. We actually mostly see examples of them teaming up and forming some kind of snowball effect where one challenge leads to another and ultimately deteriorates value creation. The first one that is a very common one we see is that the transformation has an unclear vision, an unclear scope or unclear benefits. What that looks like in practice is that we are not aligned on the actual direction, the strategic ambition we are going towards. We don't have a very specific definition of the scope or at least it's not aligned and we don't know specifically the benefits that we are going for. So when is the transformation actually a success? If you don't know any of these or are struggling to get it very specific, you're going to have a hard time succeeding with the transformation. Another aspect we typically see is that the organization is going to be a hard time succeeding with the transformation. organization is not set up for effective collaboration. That could either be having a wrong structure inside the transformation, having effective ways of working, having the right layers, but also sometimes misaligned work streams, many different things in organizing for success. But it's also just as typical that we see we don't have a clear link to the organization. So when the transformation. So when the transformation working on one side wants to start to release value and do implementation in the organization, it's actually a hard collaboration that hasn't been designed properly, which typically leads to frustration or slow pace. Another thing we also typically see is that key capabilities are not in place to actually succeed with the transformation. That could either be having the right subject matter expertise, so having the content knowledge in the transformation to make the hard choices depending on the hard choices depending on your transformation's purpose, depending on your transformation's purpose, but it could also just as evenly be having the right transformational knowledge. So having people and capabilities in the transformation that have actually done this before and can help create that very stable backbone. We also typically see a challenge in having an ineffective governance set up and unclear roles and responsibilities leading to having either too many decision layers, too few, or not having information being shared in the most effective way, which again can lead to slowing down, making the wrong choices or actually getting off the right track for the strategic value. Sometimes we also see that the PMO or strategic transformation office has many great names that it lacks a clear mandate, a structure and an actual definition of what it is that it's going to create an impact. If you ask us, a really good PMO or transformation office drives transparency, it ensures accountability, from top to bottom, and it's really focused on getting that impact out into the world. Typically a spin-off or maybe related that could be a snowballing here is we see a low transparency in the reporting and the resource overviews across the transformation. What that means is we are not able to accurately and data-based actually figure out how the transformation is progressing, where we need to focus our attention to get maybe back on track or increase value creation, or we don't in time realize that we don't in time realize that values have resources have started to actually drift for other important tasks in the organization. All of this makes it really hard to make data-based decisions. Another part here, and the last one in the more structural area we tend to see is that we have inconsistent project controls, a flow, cadence, ways of working, all of this to be summed up in having a shared language and a very structured backbone for how we actually want to deliver this transformation. The more different methodologies and everyone brings their own idea to work here, the more you're going to have a hard time aligning across, creating transparency, and actually moving the transformation forward. Now I want to share three more before I'm going to ask you to rate all of these, and this is very much about how the organization engages its people, and we think that might be the most determining factor for success, and it's actually also covered by by most of the data that we have. So if you have insufficient involvement of stakeholders, that could either be involving too few or involving too late, or not having the right overview of who to involve. We see that as a big inhibitor for reaching success. Most friction and resistance to transformations and to making lasting behavioral changes starts with having a very good stakeholder dialogue. Another part here would be the lack of active ownership and support from the senior leadership. If you don't have senior leadership, if you don't have senior leadership, if you don't have senior leadership, pioneering, walking in front, championing, I'm running out of consulting words, but if you don't have senior leadership, active taking a role in driving the transformation, or if the attention starts to fade over time, there is a risk of losing focus and losing momentum. And last but not least, insufficient change management and communication, also one of the aspects where we experience many organizations are under-investing heavily. thinking that it's something that can be thinking that it's something that can be driven on the side, when it actually, if you ask us, should be a key component in actually driving a successful transformation. Ultimately, if you want to succeed with changing from where you are today to a new, stabilized plateau, you need to have people involved to own it, and they need to be on board with what's going to happen. So that was a speed talk of these 10 key challenges. And now I would really love to hear your perspectives on which of these resonate well with you, and which you are experiencing when driving transformations in your organization. So please take out your phone and scan the QR code. And if you have any other challenges, we could have included so much more. Please feel free to write your answers in the chat. So don't go anywhere. We'll be right back to look at the numbers together. Thank you. Thank you. Thank you. Thank you. Thank you. Yeah. So I think we would love to dive further into some of these aspects. And also, thank you for some of the questions that are writing in the chat. We'll get back to it at a later stage in time. But thank you for the numbers. And I'm really happy to see that, well, that we didn't miss anything. And I can also tell you, you're not alone out there. So maybe it's time to talk about, so what do we actually do about that? Yes. Yeah. So moving into the next point here, looking into our best practice approach for driving actually successful transformation. And when you take a closer look at the nature of large-scale transformation, it is actually no surprise that they fail to deliver on their promises very often, as Alexander just mentioned. Because transformation are fundamentally difficult to manage and execute. And it's not because of incompetence, but it's because of the sheer complexity and uncertainty that they're inherently involved. And when you compare them with regular projects, transformation has much greater levels of complexity and uncertainty. And this is due to their characteristics. They have aggregated scales, both in terms of their scope, their cost, and the duration. There are multiple interdependent initiatives that all must move in sync in order to actually progress the program. And there is a much broader and more dynamic stakeholder landscape that raises the bar for involving people and engaging them, as Alexander also mentioned. And large-scale transformation, the levels of complexity and uncertainty reaches heights where standard project management approaches actually struggle to work. And if they apply it anyway, which we in fact see that they are quite often, transformation, transparency, and predictability will suffer quite a lot. And in the face of complexity and uncertainty, your number one priority must therefore be to reduce these two elements whether you can by focusing on increasing the transparency and the predictability in everything that you do. But like any complex system, transformation resists simple explanations, quick fixes, and there's never a one-size-fits-all solution. Therefore, your success is closely linked with your ability to implement practices that are tailored to your specific concepts. And here again, you can go back to the rule of thumb, reducing complexity and increasing transparency as the guiding principles for how you actually design and deliver on your transformation. And concrete elements in this could involve that you clarify the structure of the transformation, strategic intent, by looking at the outcomes and the outcomes and the benefit, ensuring that you actually start rowing. You need to simplify the delivery set up in terms of the organization, the governance and the decision making, ensuring that there are ownership and agency within the program. You need to streamline the execution, the project management methods, the tools, and the reporting routines in order for you to actually aggregate from all levels in your transformation. And then you need to structure your communication and your stakeholder engagement deliberately tailored to who you are speaking to or dealing with. And you need to do this consistently throughout the entire lifetime of the program or the transformation. And then you need to design for change readiness, meaning that your receiving organization is prepared to actually absorb changes early, that they have the right competence in order to actually realize the benefits that you're going through. And the list, of course, goes on. And I'll unfold it a bit more in a minute when we go into our framework. But they all have one thing in common. They add structure. They increase predictability and by that fighting the complexity. And in our experience, the best way to create this needed transparency and predictability is to structure large scale transformations as programs. And doing this will help to ensure that all of these moving parts will turn in unison and that you focus on outcomes rather than deliverable and that you are valuing transformation roadmap over short term planning. And you will even be able to maintain this at things involved, which they by definition will in transformation. And as Alexander just mentioned in the beginning, ultimately it will lead that you put your people in the center of your transformation, ensuring that the right and required transformation mindset, behaviors and capabilities are in place in order to actually create lasting impact. And by implementing a full transformation mindset and a robust program structure from the outset of your transformation, you will experience improvements on three dimensions. First of all, you'll get greater impact, meaning that the the desired benefits and the corporate strategy are actually aligned and that these benefits that you are going for are in fact realized faster and at lower risk. You'll have continuous progress because decisions are taken at the right level based on transparent data and that you have effective information flow flowing throughout the transformation and all of its level and that you will then be able to actually adjust when changes happen. You will have overall higher engagement both internally and externally, making your transformation something that you are organization is proud of and that your employees would like to take part in. And our best practice framework, we call it Implement TBM is designed around these disciplines that we believe are equally important. They will help to ensure that your transformation is designed to create high impact, that your program set up continuous drives progress and that the receiving organization is actually ready to change. Together these act as the guiding development for your program management management program. And ensures that it ensures that it ensures that it ensures that it ensures that it will be coherent and covering all relevant practices of your transformation 360 degrees around. Furthermore, it will ensure that you actually adapt your approaches towards your specific concept. And to truly exceed, our experience shows that these three must work together like an ecosystem. They need to be steered by strong program leadership and they need to be facilitated by an effective PMO or ITMO. And we know that they cannot live as three separate functions in different areas of your transformation. Each of these three disciplines have three underlying objectives that together create the high level roadmap for your program management. And Alexander mentioned the tendency of programs starting wrong. And to avoid this, we believe that it is of paramount importance that a lot of effort is spent in the beginning creating a clear and compelling program vision that all in and around the program can actually work. ascribe to. This will enable you to actually define the scope, the desired benefits and the plan that takes you from where you are now to where you want to be when you have realized the benefits. And afterwards, you would actually be able to design and establish that organization that fits that plan. And you'll be able to staff it with the required capabilities that are needed. And in general, we believe and experience that the time you spend on thoroughly designing and planning in the beginning is actually won back during your execution. The dry progress dimensions covers all of the good old project management practices and supporting structures, which involves setting up strong governance with clear roles, responsibilities and mandates, not only on project level, but also on work package level and all the way up to the steer crows. This enables the fast decision making that happens where they need to do and that effective information flow throughout the entire transformation. You need to establish an effective transformation. You need to establish an effective transformation office or program management office that can facilitate the rhythm that is needed in a transformation with the fixed meeting cadence, the control environment and the collaboration practices that you need to apply. And finally, you need to streamline the project management approaches across all of these projects to have common systems, tools and templates that enable to have one source of truth reporting and data aggregations again across all levels of the transformation. And finally, the engage to change dimension. And finally, the engage to change dimension. Our experience is that it's most often neglected or at least undersized, but arguably it is the most important one, as Alexander also mentioned. You need to involve all stakeholders with engaging change management and compelling communication early in the life of your program and continue this throughout the entire program. Furthermore, you need to equip leaders with the ability to actually drive and support this change out in the function. And they need to be able to actually engage all of the effective functions and they need to be able to actually engage all of the effective employees with the change. And finally, you need to assess the current capabilities, define and build future required ones to bridge the gap between the two and enable that benefits are realized and sustained over a long time. So fulfilling all of these objectives will ensure that your program approach covers all of your transformation 360 degrees around. It will implement concrete practices which reduce complexity, bit by bit by bit. However, it is really important to be able to achieve the same way. However, it is really important to mention that it's not a one time exercise. Like your transformation will evolve in concert with the environment and around it, so should your approach be adapted. And therefore, it is necessary to revisit this approach regularly. And when we unfold our framework even further, it contains concrete methods when applied will fulfill a given objective or help you to fulfill it. And these therefore acts as the how-to guides for a specific object. And for instance, creating the vision and aspiration is all about designing a robust target operating model and defining the desired impact. If we move to another one, engage for change, the focus is on the strategies, ensuring that you have stakeholder management, an approach for change management, and also have a strong communication. Furthermore, it involves evaluating change readiness and the current capabilities of the receiving organizations. And moving to the last element or the last element or the last ring of our framework, all of these methods is supported by a comprehensive range of concrete tools and templates that are tested in practice. These tools and templates are actionable and they streamline efforts to create consistency facilitation of collaboration across the entire program. And I promise you that on the coming events, we'll do deep dives in each of these sections on the method level and the tool level as well. And before revealing what will come, in the coming events, Alexander will show us examples of how we have actually applied TBM. Yeah. Thank you so much, Kasper. And I just, we really wanted to share a few examples of how we typically work with this framework, because even though it is a way of formulating a methodology, every transformation that we meet is unique in one way and figuring out what to add that is missing is basically what we are really working with here. But just to give you some examples, we have been working with setting up a new transformation, making sure that we actually started right, to link back to my beginning here, and then making sure that we're actually ready to go. We also work with doing transformational x-rays. So basically assessing how we're doing on the transformation, which components might benefit the organization benefit for adding more of, and how do we ensure that value creation is as high as possible. For instance, that could be going into the change management function and ensuring that we have the right capabilities and that we also have the right frameworks to work with that. Of course, out of x-rays, sometimes there is also a degree of course correction or setting up improvement offices or PMOs to help drive value creation and build that transparency, as we talked about in the beginning. And then there is also something about us supporting programs and transformations in moving forward. And especially building transformational capabilities. So every time we're involved with actually working with transformations, our main objective is not to come in and take over elements. It's actually to transfer knowledge and help the organization take the next step that is actually needed when looking to drive their transformations. We are so really happy to dive much more into this if we have the pleasure of talking more with you at a later stage. But for the upcoming events, we have planned four already. The next will be around our transformation x-rays. So how can you assess and evaluate how your transformation is doing on specific elements? And then we'll take a session where we really dive into each of these components and talk about what's in there, what's the key content, and how can you apply that as an organization. So four events and I promise we'll share so much more information on when those are going to take place. But before we send you off for today, we are really happy to hear more about what you would like us to dive even more into for the next events. So first of all, thank you so much for tuning in. It's been a pleasure and we look forward to talking so much more with you in the future. Please leave us a comment in the chat and have a wonderful day. Thank you.