Transform transformationThe acceleration of transformations has led to the emergence of a new function to cope with the influx of projects.
Amplifying transformations
Economic, political and societal transformations are impacting organizations in many areas: manufacturing, support, R&D, marketing, HR... Relocation, innovation, raw material prices, recruitment, loyalty, customer orientation, environmental impact...
Whatever the sector of activity in which we operate, the list of issues that come before management committees seems to be more or less the same, and the scale of these transformations leaves the impression of constantly having a time late: this is indeed the case.
Speeding up strategic roadmaps
Strategic cycles are getting shorter, rarely more than 3 years, sometimes 1 year, ambitions are multiplying, pressure is increasing to adapt at an unprecedented pace. Top-down programs are moving down the organizational ladder, often in disarray. It's not uncommon to see strategic plans with 15, 20 “priorities”, all justified, but which put together can make you incredulous as to their feasibility.
Overflowing project portfolios
As project portfolios integrate new ideas on top of existing projects, the strain on internal resources weakens project execution. To alleviate this problem, prioritization criteria are put in place, but they are becoming increasingly complex, and the pressure is on to “do it all” or risk disappearing.
Managing transformation: an imperative
"Transformation departments” are emerging and groping for solutions. Whether it's a question of anticipation, prioritization, commitment or resistance to change, the transformation function is still finding its feet... It's only natural to look beyond ready-made recipes and build ad-hoc transformation structures. In our opinion, this is a must for many years to come.