Transformation players
Transformation means deep-seated changes within organizations, rooted in their DNA. Tried-and-tested tools are needed to support this transformation process. First and foremost, it is the individuals who make up the organization who will have to change to keep pace with this transformation.
Transformation governance must therefore involve all the players in the transformation process, in order to maintain the organization's capacity to transform itself at all times. The structure of governance is variable in geometry, depending on the type and scope of the transformation, and the nature of the organization. Two main trends can be identified:
"Emerged” governance structure
On the one hand, an “emergent” transformation governance structure, embodied by a Transformation Director (CTrO), sometimes surrounded by a dedicated Transformation team (TrMO). An architecture that makes sense for “open” transformations, involving a constant and ongoing effort over the long term. Adapted for transversal and dispersed organizations.
Indeed, the appointment of a Transformation Director generally maximizes the chances of success. He or she is the guarantor of the plan's direction and continuity, and limits the dilution of responsibilities. On the other hand, there is a tendency to slide towards a form of bureaucracy and to become disconnected from the realities on the ground.
"Submerged” governance structure
On the other hand, a more “immersed” model, supported by one or more players. This is based on roles such as Program Director, Portfolio Manager or PMO. This type of governance models itself well for “closed” transformations, requiring effort over a limited space of time and dedicated resources on a one-off basis. Suitable for centralized, hierarchical organizations.
The benefit of such a network is that it maintains the link with day-to-day business, thus preserving the pragmatism of the approach. Relying on a League of Transformation ambassadors, encouraging conversion and adoption by field teams. On the other hand, other day-to-day activities can take over and cause the momentum to falter. This submerged structure suffers from a lack of embodiment and visibility.
In real life, the governance to drive transformation will be in an in-between role. A Chief Transformation Officer will emerge within operational functions such as HR, Marketing or Sustainable Development, in line with the dominant theme of transformation.
Then, a network of project managers, PMOs and others is set up on the basis of an existing organization. In this way, traditional project engineering governance schemes are redesigned on a case-by-case basis, evolving over time. The concepts of Sponsor and Leader also take on their full meaning, to be customized and fine-tuned to the organization's context.