Supporting service
Corporate transformation
A change to what the organization is, not only to how one part of it works: its structure, who owns which decisions, its operating model. We run it as a sequence of changes the organization can absorb, each one held before the next begins.
When it is needed
- A family business preparing to separate ownership from management.
- A group bringing several companies or units under one operating model.
- A public or semi-public entity given a new mandate, and needing a shape to match it.
Why it matters
Large transformations are usually launched as one program with one end date. By the time it ends, the organization it was designed for has changed, and the people inside it are tired of being transformed.
We break the transformation into changes that each make sense on their own: decision rights first, then structure, then the operating model, or whatever order this organization needs. Each change is run, held and measured before the next begins, so the organization can stop at any point and still be better off.
How we run it
The five stages of Fit-to-Maturity, and what each one does for this service. Read the method
Short cycles, each checked by your decision-maker, until it matches what you expect.
- 01
Map
We score all five dimensions, set out the organization's shape today and the one it is moving to, and name the order of changes that gets it there.
- 02
Fit
Each change designed in turn and sized to the organization's maturity: decision rights, structure, operating model, and the governance that holds them together.
DesignPut it to workYou check itAdjust
Your decision-makerOn your side, with the final say. Accepts or redirects each step.Short cycles, each checked by your decision-maker, until it matches what you expect.
- 03
Run
One change at a time on real work, with the leadership team deciding at each step whether to continue, adjust or stop.
- 04
Hold
Each change is held by its owners for a quarter before the next one starts; we stay alongside the leadership team throughout.
- 05
Revisit
After each change, and each quarter: what moved, what the next change should be, and whether the destination still holds.
What you are left with
- A picture of the organization today and the one it is moving to
- A sequence of changes, each with its reason and its measure
- Decision rights and an operating model for the new shape
- A governance rhythm for the transformation itself
- A record of each change and what it delivered
Samples, shaped to each engagement.
The flagships it supports
- Flagship 01
Corporate governance
Decision rights, a board or committee rhythm, and the few documents that make decisions visible and followed.
Scores the dimension Decisions and governance
- Flagship 03
Change management
A change approach sized to the people who will live with the change, so it lasts after the project team has gone.
Scores the dimension People and change
- Flagship 02
PMO and portfolio management
A PMO set up and started to serve your portfolio rather than police it, a portfolio you can fund and staff, and project management when you need it.
Scores the dimension Portfolio and PMO
The other supporting services
Strategic management
A strategy the organization can state on a page and review in a quarter, with the choices it made and the ones it declined.
Organization development
How the organization grows its capacity to work and to change: structure, roles, teams and culture, developed with the people inside it rather than imposed on them.
Human capital management
The roles, skills and capacity a practice needs, and an honest view of the gap between them and the people in place.
Digital transformation
The strategy, governance and change side of putting technology at the center of how the organization works, with the technology delivered through our partners.