No one always likes change, but change is a necessary catalyst to improve the fundamentals of any organization. Transformation requires strong, authentic leadership in order to be successful; if not, failure is a very real possibility. CIO says that in many transformation programs, sufficient checks and balances exist so that failure does not readily occur; however, if not managed well, transformation programs can be delivered late, over-budget and far off the track of the original vision. Statistics show that less than 40 percent of transformation programs are successful, due to a disconnect that exists in the goals of such programs and the reality of resources that can be devoted to it (time, money, personnel, etc.).
That’s where the implementation of a Transformation Management Office (TMO) comes in. Someone has to be at the helm of the operation who not only recognizes the inherent challenges that come with implementing enterprise transformation and the work that must be done to achieve it, but who also can guarantee streamlined, spot-on execution, at just the right pace with all eyes on the finish line. Combining strategy with clear-cut goals for implementation is critical for the TMO.
What Does a TMO Do?
This part of an organization is the crux of any successful transformation, with the central duty being to implement the complex task of adding value and accountability to the process. In general, the TMO will:
- Lead the charge in coming up with creative, workable ideas designed to fuel the transformation effort and ensure it has the steam to move forward.
- Offer a simple yet detailed approach to the process so executives and other key personnel can take those ideas and run with them.
- Analyze how the transformation will take place and align with corporate vision.
- Ensure the program has clear objectives.
- Utilizes a streamlined operating model where efficiency and cost effectiveness take center stage.
The bottom line is, organizational transformation is disruptive. It’s uncomfortable for many, and it takes time. That’s why a TMO must be brought on board to concentrate on the specific tasks involved in orchestrating this endeavor, following it through to its completion despite such roadblocks. Putting this task on front-line staff and executives too entrenched in the organization already is a recipe for disaster. This is why a traditional project management office (PMO) is not a good choice to lead such an initiative. They deal with administration and compliance on a regular basis, and therefore would not be a good fit for the challenges that are part and parcel of a large transformation initiative.
The difference between success and failure of an organizational transformation often comes down to action. Your TMO needs to walk a fine line between strategy and clear objectives on one side but also implementation and action on the other. Anyone can sit in a board room and contemplate goals. It takes a strong leadership team to take those talking points and apply them in a value-driven way for success. Which side of the line will you be on?