Many managers will recognize the need to adapt frequently to changing market conditions. Therefore, projects are set-up and programs are initiated. To run programs successfully, it is important to use a holistic methodology. The challenge is not to set up multiple projects, the challenge is to set up multiple projects that run in parallel within a coherent program that brings the company into the right direction in a controlled and successful way!

The BearingPoint Transformation Bridge is a holistic methodology, that guides you through the set up (or assessment) of transformation programs.

The roadmap

One of the elements of the Transformation Bridge is to define the roadmap. The roadmap should include the necessary steps for a transformation to be successful and will show you the way from the current situation – via a few “stages” - to your end state. The end state of your transformation is defined on five axes:

  • Management and Organization
  • Processes and Services
  • IT systems and IT infrastructure
  • People and Culture
  • Performance

Importance of the roadmap

Complex transformations often cannot be finalized in one run. Therefore, the transformation program should benefit from an incremental approach with so-called stages. The roadmap is an important guideline throughout the transformation and divides the transformation into concrete steps and stages. It will facilitate communication within and outside the program and will keep the program and the organization on track. Each stage on the roadmap should be an achievable and stable situation and add value compared to the stage before.

Does this mean that each step needs to bring forward a technical delivery? Or more profit? No! The definition of value in this context is broader. Trained staff, or clearly described processes can be examples of added value.

The roadmap plays an important role to keep the spirit up among the program members that execute the transformation (celebrate!) as well as keeping the Board (and other stakeholders) happy by delivering concrete progress (and value) through the program. It provides clear guidance and a structured projected way forward.

Create a roadmap

Now, how do you create such a roadmap? And not just a roadmap, but a roadmap that adds value in each stage?

There are multiple tools that can facilitate the creation of a roadmap and provide a compelling visualization of the roadmap. But, as in many other situations, it is not the technology, it is the human factor that is critical. Regardless of the tool, the creation of the roadmap is the result of a thorough brainstorm/brain picking and many iterations with multiple stakeholders on various aspects.

Seven steps to create a roadmap are:

  • Define the end state: what is the objective of the program, and what does that look like?
  • Define the business case: what components will bring added value?
  • Determine the development steps, their sequence, their added value and key milestones
  • Define incremental steady modes of operations around key milestones to create stages
  • Realign milestones to balance benefits and risks for each stage of ‘steady state’
  • Plot the milestones on a calendar and assign a timeframe
  • Communicate the roadmap to all stakeholders involved, both inside and outside the program


If you want to set your Transformation program up for success, then divide up your program in concrete stages with achievable added value. Not only your program members will find it enjoyable to work according to a clear path and achieve results, also your management will be happy to see value added throughout the life cycle of the program.



David Bergsma

Senior Manager


Henriette Mol