Setting up and consequently running transformation programs can be a challenge. In some cases, companies face difficulties at early stages that can (and will) lead to problems later in the ongoing transformation program.

Our experience shows that transformation efforts in companies are on the rise. Yet success rates are low, existing dissatisfaction persists, and progress stagnates. As a result, sustainable benefits fail to materialize and the transformation does not achieve its intended goal.

To ensure that your transformation leads to the desired success and also delivers sustainable added value, BearingPoint has developed the Transformation Bridge© - based on extensive project experience in supporting transformations.

With the Transformation Bridge© we offer a comprehensive consulting approach.

The bridge elements visualize the totality of different methods that a successful transformation requires and can also be adapted in transformations that are already underway.

Transformation bridge

The Transformation Bridge© at a glance

The Transformation Bridge© is a comprehensive (control) methodology that defines all elements that must be present when setting up and executing transformation programs. The framework consists of various methods and components, which can of course also be used independently of each other.

The goal of our Transformation Bridge© is to build a bridge between the current transformation strategy, the business objectives and the future target picture of your organization. In our approach, we break down the complex totality of transformations into individual building blocks.

The structure of Transformation Bridge© is based on five key elements, behind which lies a comprehensive set of methods. This reflects our many years of experience from a wide range of customer projects. 

Element 1 - Transformation, Vision & Strategy

> Definition of the common vision
> Reasons for the need for transformation
> Definition of the "target state

The individual elements in detail

Transformation bridge

  • A disruptive outcome as the initiator of a change of course or transformation drives the process for strategy development and vision.
  • The holistic design of the target state defines the goals of the transformation and guides stakeholders throughout the program.
  • The business case tracks the required investments against the achievable benefits and verifies the feasibility of a successful transformation.
  • A transformation roadmap shows a general approach to how the end state will be achieved.
  • The work breakdown structure describes all relevant and key components that need to be executed to realize the desired intermediate/target state. These flow back into the business case as cost assumptions.
  • After successful completion of this phase, a decision is made whether or not to start a program (Go/No-Go Decision).

Some sub-processes are iterative. Derived findings from one step of the phase may influence the previous step. For example, the business case may lead to adjustments in the design of the target state.

Element 2 - Program structure and approach

> Definition of the program organization
> Structuring of the mode of operation and planned resources

Transformation bridge

  • Integral planning builds on the work breakdown structure, but now considers the overall schedule, dependencies, and critical path.
  • The program architecture describes the various program entities, the various work packages within the scope of the program entities, and their relationship.
  • During project definition, each program entity is described in detail to determine which activities are to be completed by which people.
  • The work method describes the (core) program processes, procedures, and tools.
  • After a detailed definition of the program, recruiting for the various positions takes place. In this step, the key is to build effective teams.
  • Once all the necessary people and processes are in place, the program can officially start. This means involving stakeholders, implementing program processes and procedures, as well as recognizing program structures.

Element 3 - Execution of the Transformation & Benefits

> Execution of the planned measures
> Review of the formulated target

Transformation bridge

  • As soon as the projects or workstreams underlying the program start producing results, the (customer) organization must be ready to review and accept the results.
  • After acceptance, the product or deliverable and the associated knowledge can be transferred to the organization.
  • It is common to define a period of time during which the organization will receive support from the program for the use of the product/result.
  • Often the program and the desired products/ deliverables are part of a larger strategic plan. In order to reap the benefits, it is important to ensure that all other relevant strategic actions are taken.
  • The final part of the transformation program is to monitor and ensure that the objectives defined in the business case are actually realized.
  • The program can be closed with a formal transition.

Element 4 - Governance & Performance Management

> Continuous monitoring, reporting & management of transformation progress

Transformation bridge

  • The entire process starting from definition, design, set-up and execution of the program must be managed.
  • This requires the right governance structure as well as the right tools, processes and procedures for performance management.
  • Governance encompasses everything from organizational structure, governing bodies, roles and responsibilities. It also concerns the definition of performance criteria, tools, processes and procedures.
  • Performance management involves the actual monitoring and management of program performance.

Element 5 - Change Management

> Dealing with the impact of transformation on employees
> Support during the transformation program

Transformation bridge

  • Change readiness measures the degree to which an organization is ready for transformation. It is key to successfully embedding the new status quo. A change readiness scan provides insight into the steps necessary to enable employees to embrace change.  
  • Transformation efforts impact various aspects of the organization. A Change Impact Analysis is the identification of the potential consequences and risks of a transformation and assesses the impact on effort, schedule and resources.
  • A strong change management strategy is one of the key aspects for lasting transformation. This includes plans to define roles and responsibilities, communication and leadership. A clear vision is the foundation for a change strategy that involves employees and provides for a fixed goal.
  • After successful transformation, the effectiveness of the changes must be evaluated. Furthermore, the transformation team must be dismantled and its responsibilities transferred to the organization

Areas of application of the Transformation Bridge©

The Transformation Bridge© offers a wide range of possible applications. We recommend its use:

  1. To build a transformation program, as the Transformation Bridge© provides a framework for creating and executing programs, as well as helping to achieve planned goals and benefits.
  2. As a program assessment (health check) in an ongoing transformation to identify risks and weaknesses and respond with targeted actions and recommendations. The goal of the Health Check is to ensure the success of the program in the long term.
  3. As a building block, which can be adapted to the needs and purpose of a comprehensive transformation program. Here, the framework offers - through the application of selected tools - the possibility to specifically support individual areas.

Would you like more information?

If you want to get more information about this subject please get in touch with our experts who would be pleased to hear from you.