Business transformation has been happening for centuries, but not until recently has an integrated, holistic and proven approach been available to help orchestrate the entire transformation effort.
These days, it is almost second nature that high-value projects are expected to adopt one of the project management best practice approaches such as PRINCE2 or PMBoK. Similarly, programme management has slowly but surely followed suit with the likes of MSP. But ironically, the business transformation environment (that projects and programmes live within) has lacked its own methodology, and this has resulted in transformations being driven by a best-endeavours and silo approach; as opposed to a proven integrated and holistic best practice approach using a common language and structure.
The low success-rates of 30% and less, uncovered by research conducted by the Business Transformation Academy (BTA) and others, are a consequence of transformations that lack a proven approach and the right transformation management capability.
While companies depend on good strategy to help themselves thrive and survive, strategy is often said to be three times more difficult to deploy than develop. Transforming strategy into reality stretches a company beyond its standard operational (business as usual) mode, into a dynamic and less predictable world of change, accompanied by the need for business transformation capabilities, which are often not abundantly available internally. Continue reading
What do Berlin, leadership and FIFA World Cup have in common? It could be, for example, Angela Merkel shooting selfies with the German football team in the changing room during the break of the world cup game Germany against Portugal. And what do Berlin and BTM² (Business Transformation Management Methodology) have in common? It could be a successful completion of the “black swan” project called Berlin Brandenburg Airport. But what do Berlin, leadership, FIFA world cup and the BTM² have in common all together? That would be already the seventh SAP Global Business Transformation Manager Master Certification which took place in Potsdam and Berlin on June 16-27. Continue reading
Clariant is a leading global group which operates in specialty chemicals and is headquartered in Switzerland. In 2008, the listed company launched a transformation program with the aim of achieving sustainable profitable growth in a very competitive environment. Optimizations in the procurement organization were also aligned with this program.
This article reports the results of an analysis of 13 business transformation case studies. Some were successful, some failed and the rest were partly successful. It shows how the BTM2 disciplines influence the outcomes and explains why some are more successful than the others.