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Your guide to running successful transformation programs

Transformation Travel Guide

We’ve all read about transformation programs that fail.

An unusable platform that’s already outdated when taken into use; a system that only causes more work to its users; a technology that doesn’t work as it should and causes disruption to business continuity.

Failure is not always a bad thing, but it becomes that if you don’t learn from it.

The key to any successful transformation is building your organisations own capability to transform.

And that doesn’t happen if you outsource the drivers seat of your transformation program – someone else will gain the knowledge you need.

In our Transformation Travel Guide, we’ll take a look at the story of Mike and Lisa, leaders in a global company, and how they approach their transformations.

Download the guide and find out the do’s and don’ts of Transformations – to make sure you don’t fail.

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Modern business technology leaders drive digital transformation

In our Transformation Travel Guide, we’ll show you the elements of a successful transformation – and also an unsuccessful one. Meet Lisa and Mike, the fictional leaders who go through a transformation journey and learn from it.


Lisa is the Head of the Transformation Office. She gently but persistently drives enterprise-level synergies across the businesses.

Her interest is in empowering the businesses to lead their transformation and plan the processes to avoid top-down delegated thinking.

Mike and his peers are the key co-pilots for Lisa in leading the transformation.


Mike is a dynamic Business Capability Owner in a global organization, tasked with gently leading a transformational business capability development program.

He is committed to empowering business leaders to improve user experience, data quality, integrate digitization and AI, and reshape the way they use technology more strategically.

The root cause of vulnerabilities in a transformation strategy is delegated thinking

Many transformation programs that deploy an information technology solution fail, even when managed professionally.

The main pitfall is what you could call delegated thinking. This way of thinking sees people as objects of the change. Professional design methods and implementation practices have never been targeted at the people in the business, rather at the information technology and transformation experts.

The more professionally the transformation program is managed, the longer it will take to realise that the optimal solution is something between industry best practice and the current legacy operations.

Failure is inherent and, to some extent, cannot be avoided.

What you can avoid is adopting the learnings from the failures, and ensure future-proofing your business.

We need to turn the old way around – what if we ensure that the transformation is owned and driven by the people who are subject to the change?

Want to know more?

We’ll be happy to discuss our approach to Transformations – let’s talk!