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Version 1.

1 January 2009

powered by Making Change Stick

A Delivery Framework for Large, Complex Programmes

...... 12 Tailoring the Framework................... COPYRIGHT © 2009 PricewaterhouseCoopers LLP................ 4 Framework Structure .............................................................. 3 Alignment with PITBM and The Guide ........ 14 How to Access Reference Materials............ it is not intended to give legal................................5 1................... 3 1.......2 1.....3 1...... 6 Documentation Structure....................................... 2 PricewaterhouseCoopers LLP .... tax............ accounting or other professional advice.................. without prior written permission of the publisher.............4 1. If such advice or other expert assistance is required.......................... No part of this publication may be reproduced or distributed in any form or by any means or stored in a database or retrieval system........ 14 © 2009 by PricewaterhouseCoopers LLP All rights reserved....... PricewaterhouseCoopers LLP has taken all reasonable steps to ensure that information contained herein has been obtained from reliable sources and that this publication is accurate and authoritative in all respects............ the services of a competent professional should be sought.....................................6 Introduction...transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. However..... Complex Programmes Section 1 Page Introduction........1 1.........

technological. It guides an organisation in implementing major changes which are designed to add value. the framework provides a route map for implementing the strategic. transform* guides an organisation through the tasks and activities needed to achieve successful performance improvement and the realisation of planned business outcomes and benefits during a business transformation programme. process. Complex Programmes 1. For PwC to be able to support our clients with business transformation a number of transformation capabilities must be addressed:  Proposition – What is the PwC business transformation proposition and how do well sell this to our clients? Route map – What is the route map for delivering a transformation assignment and how does it reflect the PwC way of working? Tools – Do we have the tools to deliver a transformation programme and how do we use them? Style – What is distinctive about the way that we work on transformation engagements? Capability – What capability do we have with regards to the requirements of a transformation programme? Packaging – How do we make our offering useable for practitioners and clients?      Figure a highlights how transform* is designed to support the development of PwC’s transformation capabilities.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. Designed to be flexible in its application. people. 3 PricewaterhouseCoopers LLP .1 Introduction transform* is a framework to support Performance Improvement practitioners when working with clients on large complex business transformation programmes (“Stage 0: Developing the Proposition” of the framework provides a description of business transformation). structural and facilities changes required to implement new or amended business strategies. obtain and sustain strategic and competitive advantage and to be implemented in a cost-effective manner.

transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. Complex Programmes Figure a: How transform* supports PwC’s Transformation Capability 1. The Guide and Making Change Stick The transform* framework is aligned to the “PITBM Methodology” and uses the principles outlined within “The Guide” to ensure a holistic approach to organisation-wide transformation. Figure b: Alignment with PITBM and The Guide 4 PricewaterhouseCoopers LLP .2 Alignment with PITBM.

and Transform our relationship from good solution provider to highly valued and trusted long-term business advisor.Dimensions Strategy Structure transform* Themed Areas Strategic Direction Structure Facilities Process People Technology Process / Service People & Organisation Enabling Technology 5 PricewaterhouseCoopers LLP . Co-design completely connected solutions with our clients and release the full potential of opportunities available to them. People & Organisation and Facilities) and does not cover Target Operating Model or Blueprinting. and see the bigger picture. The Guide is a framework which provides a structure for looking at client issues in a comprehensive manner. to enable us to:   Develop an understanding of the inter-relationships needed to solve complex client problems. Culture & Behaviours or Transformational Leadership.    transform* uses the principles of The Guide to ensure that a holistic view of the client is developed and that the complex inter-relationship of activities in a business transformation programme are addressed. connect people and ideas together. and many practitioners are likely to be trained in PITBM methods before developing the additional capabilities outlined in transform*. However. Training in transform* is intended to support the development of PwC Business Transformation capability on larger more complex engagements. Its intention is to stimulate and guide our thinking. Move outside comfort zones. Complex Programmes transform* uses the PITBM Stages and Phases and the same terminology. PITBM’s strength is its applicability for a wide range of engagement sizes and complexities. Look at the whole problem rather than those parts that our background and skills make it easiest to recognise and deal with. A lot of the PITBM materials have been incorporated and built upon within the Framework. However. Technology. the transform* framework is more detailed and comprehensive for use in complex business transformation engagements. Within The Guide a number of dimensions are outlined. The Guide should be used as a questioning tool alongside transform*. the weakness in PITBM for business transformation work is that:  It does not deal with all work stream areas in the early stages (Process.   The transform* framework builds upon the existing investment in the PITBM Methodology development and training. The Guide . It does not cover key change management activities such as Design Authority. It does not deal with the management of the interdependencies of a transformation or many of the detail steps required during the detailed Design and Construction Stages.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. connect issues. the transform* framework uses these dimensions as a basis of the themed areas that need to be addressed in a transformation programme (the transform* themed areas are also consistent with the components of change within PITBM).

3 Framework Structure The transform* framework follows a hierarchy of work units common to other Performance Improvement frameworks and methodologies:   Stages . The tasks describe what needs to be done to complete the work outlined in the Phase. change management and training which are Phases that occur across a number of Stages. a series of steps are defined which provide an   6 PricewaterhouseCoopers LLP . and Communicate with a purpose. In particular the emphasis of our engagement with clients during delivery of an engagement should be on the ten key success factors: Design the best-fit change approach:  Benefits – – – – Keep business benefits at the heart of change. The transform* framework has the principles of Making Change Stick embedded throughout. and Steps . and Make sure systems.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large.within each Stage. Phases . services or tools such as the Shared Service Centre Methodology when creating Shared Service Centres (in addition to its close links with PITBM and The Guide). regardless of the technology. Complex Programmes The transform* framework is considered to be an “umbrella” framework in that.  Involvement – – – Through involvement build a vision and hunger for success. to complete each change initiative project. during and after. Typically. This framework is industry-independent. a task is concluded by the completion of an interim or final work product and the combination of these work products makes up the Phase deliverable. 1. scope or approach. it may be necessary to add in or combine all or some components from other Performance Improvement methodologies. there are a number of related activities that need to be accomplished. processes and culture re-enforce the change. For each task. Agree the measures of success and how to monitor them. Tasks .  Sustainability – – Give leaders the skills – and the heart – to lead. There are also a number of “Cross-Life Cycle” activities such as project management.a series of related work activities that define the main activities to be completed.the lowest level in the hierarchy. Challenge the data and its interpretation.within each Phase there are a number of tasks that need to be accomplished. application-independent and tool-independent and is intended to be equally applicable to different situations. Engage the front-line before. and Focus on the actions that make a difference fast.

Stage 0: Developing the Proposition. The transform*™ framework consists of the following Stages:  A pre-engagement stage . and  Five key Stages of delivery with the client (shown in Figure c): – – – – – Stage 1: Assess Stage 2: Design Stage 3: Construct Stage 4: Implement Stage 5: Operate & Review Figure c: Framework Overview 7 PricewaterhouseCoopers LLP .transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. Complex Programmes outline of how to complete the task.

Data is collected about the external environment. and how to account for the costs of transformation. create the sales team. The scope is confirmed and the project is commenced.  Potential PwC roles. and how to use PwC’s unique way we go about our work to deliver sustainable. Project initiation. leadership is aligned to support it. benchmarking is conducted or other techniques are used to gather data or measures about current performance levels. Phase B – Benefits. use lessons learned from other sales. Phases (within the Stage) The following Phases are within the Sales Framework section of Stage 0:  Sales Approach: Describes how to qualify and classify opportunities. These are assessed against leading practice to identify gaps and improvement areas. hold the initial sales meetings. facilities. This is through defining the High-level “Blueprint” for the new organisation and the “Case for Change”. Commercial Approaches: Describes fee structures. demonstrating value for money. organisation. activities. A vision for the transformation is developed.  Examples of defining programme scope. and transition from sales to delivery. The organisation’s business needs and planned business benefits are reviewed and confirmed.  Working with alliance partners. data. Phase B is a Cross-Life Cycle phase as different components from the phase may be used and completed in any of the other phases. During the Stage. and a high level transformation route map is developed. while achieving academic view. programme plans. Stage 1: Assess Assess is used to confirm the organisation’s business needs. change environment.  PwC capabilities.and medium-term fiscal and service goals. resource plans. Complex Programmes The following table outlines a high-level description of the Stages and Phases within them (as shown in Figure d): Stage Stage 0: Developing the Proposition Provides:  A definition of Business Transformation. Evaluation criteria are agreed and opportunities for improvement are assessed.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. Phase D – Create Case for Transformational Change. Differentiating PwC: Describes how to analyse competitors during the sales process.  How to deliver transformational change by making change stick. Where appropriate. The Leadership and organisational capacity for transformation are assessed. and the portfolio of initiatives that will transform the organisation.    Phase A – Determine Business Needs and Business Benefits. Programme and Change Management.  Transformational change .    8 PricewaterhouseCoopers LLP .  Sales framework. Initial stakeholder analysis is completed and communications planning is commenced. and benefits plans are developed for later stages in the programme. business processes. to assess the selected areas of the current environment for improvement opportunities and to agree upon the opportunities for improvement.  Critical steps for lasting transformational change. A high-level Target Operating Model is developed and improvement opportunities are agreed. superior solutions. Project. current policies. technologies. Phase C – Create Transformation Baseline. An Outline Business Case is developed to create the “Case for Change”. governance and management are undertaken for the Assess Stage. and performance measures. development of Programme governance.

Transition plans are finalised. Leadership is assessed and development support established as required. Detailed design of policies. Early discussions take place with the client to determine and agree the appropriate evaluation and Return on Investment measures . The change management strategy and plans are completed and communications activities are undertaken. Phase I – Construct Technology Changes. Phase E – Design Transformed Organisation. design of application interface components. hardware or other equipment. A detailed business case is completed and agreed. The selected strategies are agreed to support the construction of the changed or new policies. Once developed. Testing strategy and plans are completed. Phase F – Training. data and procedures required to support the change initiative goals are built. Phase J – Construct Organisation Changes. documented and tested. the benefits and sustainability of training and development including the evaluation strategy. This phase is a Cross-Life Cycle phase during which a review of the current level of relevant knowledge and skills is undertaken. The technology components required to support the change initiative goals are built or acquired. design of data management mechanisms and the selection of tools.    Stage 3: Construct Construct is used to develop the appropriate policy changes. This is achieved by creating the detailed “Target Operating Model” and plan for the organisation (e. business processes / services. new org structures. technologies. business process changes. documented and tested. Based on the feedback from these events any revisions to the detailed design will be made prior to the rollout. Detailed programme. Project and Change Management. technology changes. Phase G – Develop Implementation Strategies. Initial transition planning is developed and test strategies are developed.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting Phases (within the Stage)  Phase B – Benefits. detailed implementation plans are prepared. The materials required to support the training courses are designed and pilot training sessions delivered together with Instructor training sessions. The training scope and strategy is progressed. Initial outlines for training courses and other development interventions are identified and high level designs created. Benefits. organisation and facilities. whilst also implementing “quick win” initiatives. how training and development will be integrated and furthered through communication. Key inputs to other areas are completed: in particular. software. Implementation strategy alternatives are explored. organisation changes and facilities changes. Programme and Quality management are undertaken. Project and Change Management. Phase F – Training. and. business processes. The business processes. organisational structures and facilities is completed to support the achievement of the improvement opportunities that have been agreed. Complex Programmes Stage Stage 2: Design Design is used to complete a design of the transformed environment and to explore and develop implementation strategies. skills and attitude requirements. The earlier client approved high level design is progressed and a full detailed design is developed to meet the agreed needs of the new organisational structures and knowledge. The Target Operating Model is updated and Blueprint for the organisation complete.g. Phase H – Construct Business Process Changes. Existing training and development resources available are assessed and evaluated as to their suitability. technologies. locations. Phase B – Benefits.      9 PricewaterhouseCoopers LLP . Change actions are identified and undertaken. A training needs analysis is completed for the skills required during later stages of the programme. The organisation structure required A Delivery Framework for Large. benefits and resource planning is completed. IT etc). processes. High level transition plans for people and services are developed. skills. The programme governance is refreshed to ensure fit-for-purposeness to later stages of the programme. This may require design of application and infrastructure components. The implementation plan will be created and all the logistical arrangements put into place.

Level 1 & 2 evaluation of the initial success of the development and training interventions is completed. Phase L – Procedures Documentation. Transition plans are finalised. Phase O – Operation and Continuous Improvement.  Phase B – Benefits. Migration plans and detailed implementation plans are prepared to support the migration to the changed environment. Change actions are undertaken. and instigate a culture of continuous improvement. Ongoing course maintenance and presentation responsibilities are defined. organisation and facilities changes that have been created are implemented. systems and technology. The processes. Change actions are finalised. Phase M – Develop Migration and Implementation Plans. Phase F – Training. Benefits. Mechanisms to ensure that the change initiative goals are monitored and maintained are put in place and a continuous improvement program is instigated. The procedures necessary to support both the new or amended policies and business processes. logistics needs. Project and Change Management.   10 PricewaterhouseCoopers LLP . training needs. the evaluation and selection of suppliers and facilities installation and testing. deliver the benefits. Benefits. Programme and Quality management are undertaken. portfolio “leakage”). Ongoing skills and people development processes are implemented. Phase N – Migration and Implementation. Project and Change Management. performance needs and performance measures. recruitment needs. This may require the preparation and distribution of Request For Proposals.e. Programme and Quality management are finalised. tested and finalised using the selected delivery mechanisms. organisation and facilities are drafted.  K – Construct Facilities Changes. technologies. addressing any shortfalls (i.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting Phases (within the Stage) to support. The facilities required to support the organisation’s change initiative goals are acquired or built and put in place.  Phase B – Benefits. A Delivery Framework for Large. proactively ensuring benefits are tracked and realised. Benefit and sustainability review of training and development interventions is completed. Phase F – Training.   Stage 5: Operate & Review Operate the transformed organisation. implement and maintain the change initiative’s goals is determined and includes such items as resource needs. Training sessions and other development interventions are delivered. The programme is formally closed. Complex Programmes Stage   Stage 4: Implement Implementing the portfolio of group-wide and organisation-wide initiatives.

Facilities – Definition and implementation of transformed facilities to support the new organisation. Benefits and Quality management of the transformation programme. Enabling Technology – Development and implementation of technology to enable the transformational change. Process / Service – Development and implementation of transformed processes and services. training and organisational development. and the operational sourcing and supply chain. Complex Programmes Figure d: Phases and Stages – Framework on a page Running across all of the Stages are eight themed areas:  Strategic Direction – Definition and agreement of strategy and agreement of plans and sign-off of key deliverables of the programme. People & Organisation – Development of internal organisational structures and transition of people. Structure – Development of the Governance and Legal structures of the organisation. change. Change Management – Leadership.        11 PricewaterhouseCoopers LLP .transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. and Programme Delivery – Programme.

The structure of the Task documentation is outlined below: 12 PricewaterhouseCoopers LLP . Complex Programmes 1. and highlights key interdependencies between Phases within the Stage and with other Stages. Each Task within each Phase contains a detailed description of the task and the steps within the task. A diagram outlining the Phases and Tasks within the Stage is presented within the introduction.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. Each Phase within the Stage contains a description of the Phase which outlines the benefits of the Phase and interdependencies.4 Documentation Structure Each Stage within the framework is structured as follows: A Stage Introduction that provides a description of the Stage. An Input/Output diagram for each Phase is presented within the Phase introduction that outlines the key deliverable inputs (or external/client inputs) and outputs for the Phase.

Interdependencies between the Task and other Stages.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. These are linked to templates and examples on Gateway Detailed descriptions of the steps within the Task Outputs that are created during the Task. Phases or Tasks. Complex Programmes A statement on the purpose of the Task An overview of the Task A1 Purpose Task What is this task about? Overview High level description of the task. These are hyperlinked Inputs that are used during the Task.1 Step within Task High level description of the step Outputs & Deliverables Outputs & Deliverables Ref No: Name of Output / Deliverable Brief Description of Output / Deliverable Benefits Benefits of completing the task Knowledge Transferred to the Client Typical knowledge that is transferred to the client whilst completing the task Reference Materials Reference Materials Name of Reference Material Brief Description of Material 13 PricewaterhouseCoopers LLP . These are linked to templates and examples on Gateway Benefits to the client of completing the Task Typical knowledge transferred to the client Reference materials for use during the Task – these are available on Gateway Interdependencies Interdependencies Ref No: Name of phase / stage / task Brief Description of interdependency and relevance to task Inputs Inputs Ref No: Name of input Brief Description of input and relevance to task Task Description Tasks Ref No: Name of task / step Brief Description of task / step A1.

the use of the Training Phase to determine an organisation’s specific training needs and training creation and delivery). tools and guidance. Complex Programmes 1. It is expected to be an 80% fit. decision analysis tools. It is intended that the framework is a guide and it therefore does not replace the need for comprehensive scope assessment.   14 PricewaterhouseCoopers LLP . an assessment should be made of the impact of this removal on subsequent Tasks and Steps that may be dependent upon certain types of deliverable feeding into them. In considering tailoring. It also contains contextual links to reference materials for each of the Tasks.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. When tailoring. where practitioners need to copy some of the content. Phases and Tasks within the framework. Specific components or work tasks and steps may need to be added to specifically address these areas. and Downloadable Documents – Downloadable pdf documents are available for each of the Stages within the framework. but does contain links to the Gateway content. The framework is tool-independent in that while a variety of different tools can be used to support the framework and the change project (e. rather than a detailed work programme to be followed without tailoring to client needs. The framework is industry-independent. and links to other relevant methodologies. it is not dependent on any specific tools.g. and The techniques contained in the framework may be used on other types of engagements and other techniques may be used that are not contained in the framework.5 Tailoring the Framework The framework may require tailoring during an engagement to meet the needs of the specific change initiative in a number of different ways. or if addressing the hedge fund sector then finance and risk management would be critically important. application-independent and regulation-independent. project management tools. For smaller projects. the project leader should ensure that the tailored tasks provide an adequate framework for the project team to produce a high quality result.g. graphics tools). However. The framework is flexible in that only certain Phases may be used or specific Tasks or Steps may be selected (e. and also to support explanation of the framework to clients. it is important to understand the following premises upon which the framework is based:  The framework is intended to give a context to transformational change and be a framework of tools and techniques with illustrative examples.6 How to Access Reference Materials transform*™ is available for practitioners to use in a variety of ways:  Online through Gateway – An online version of the framework is available through Gateway using the following link – Gateway transform*™. The framework is scalable in that for large-scale projects each phase may be undertaken by separate teams with appropriate skills. business process mapping and modelling tools. The offline version does not contain the reference materials. one multi-skilled team may undertake all of the tasks concurrently and some of the phases may also be collapsed in to one another. if Tasks and/or Steps are removed. The online version contains all of the detailed descriptions of the Stages.      1. These are useful to support the creation of proposals. etc. The reference materials are not included within these documents. Offline Navigator – An offline version of the navigation for the framework is available for use as an aide memoire. for example if the transformation was addressing the nuclear industry then a far greater emphasis might be placed on health and safety and security.

and Example Deliverables – Are examples of the output deliverables described within the task.transform* powered by Making Change Stick Making change stick Performance Improvement Consulting A Delivery Framework for Large. Complex Programmes The reference materials within the Gateway version of the framework are linked to each of the Tasks. At the bottom of each Task page are three buttons that perform a contextual search for reference materials:  Templates – Are example templates that can be used to complete the Task. Tools & Guidance – Are additional tools or guidance notes that are relevant to the Task.   15 PricewaterhouseCoopers LLP .

each of which is a separate and independent legal entity. “PricewaterhouseCoopers” refers to the PricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) or. . the services of a competent professional should be sought. as the context requires. it is not intended to give legal. However. If such advice or other expert assistance is required. No part of this publication may be reproduced or distributed in any form or by any means or stored in a database or retrieval system. without prior written permission of the publisher. accounting or other professional advice.© 2009 by PricewaterhouseCoopers LLP All rights reserved. © 2009 PricewaterhouseCoopers LLP. COPYRIGHT © 2009 PricewaterhouseCoopers LLP. other member firms of PricewaterhouseCoopers International Limited. PricewaterhouseCoopers LLP has taken all reasonable steps to ensure that information contained herein has been obtained from reliable sources and that this publication is accurate and authoritative in all respects. tax. All rights reserved.