​Major transformation clearly needs to deliver the required dimensions of vision and strategy. Whether the requirement is a complete pivot to respond to changes and challenges in your sector, or a crucial response from a specific function such as supply chain, finance, procurement and so on, the program needs to lock that change back to the strategy and Business Model.

The crucial first stage of converting your strategy into an actionable plan, with an ability to execute perfectly every time begins in the Strategy Hub and the Value Chain Modeller. Modus ETP provides a strategic business model canvas in which changes are identified as a basis for finding necessary responses in the end-to-end value chain. This ensures that the strategic need is logically locked to the value chain, forming the crucial bridge to the Operating Model.

It takes the form of a mapping and planning template available right out-of-the-box that guides you to identify and capture every element that must be linked and embedded in your Transformation Road Map. The output of this methodology is a reporting dashboard highlighting planned, transitional and achieved changes.​

The Value Chain forges a critical link between the vision, strategy and business model, and the operating models. It provides end-to-end visibility of how and where value is added on the journey from source to customer – indeed entire lifecycles - to create the capability to deliver the strategy and business model. At the heart of our platform lies the Modus Value Chain Modeller, a robust tool designed to encapsulate your unique Value Chain. It does more than just map the flow; it interweaves the essential elements, or 'overlays', that are integral to the Value Chain, ensuring a comprehensive understanding of how each aspect contributes to the whole. Overlays: The Dimensions of Value. The Value Chain is not simply a two-dimensional flow, but a confluence of various elements that add depth and perspective. These overlays include, for example:

The target operating model (TOM) is the foundational future state operating model that links strategic intent with the organisation and allows every aspect of the change portfolio to be defined and expressed as operational cause and effect. As such it provides crucial visibility of exactly what needs to change, when and how, thereby forming the input agenda for the transformation roadmap and program planning and management. The Modus ETP TOM Hub provides a defined methodology to both identify and manage changes, ensuring robust and effective delivery against the 'As Is' operating model. This is underpinned by an integral, central structure that links the foundational assets associated with the Operating Model such as Policy, Rules, KPIs, System, Data, Integration, people skills, finance and workload models etc).

The Assessment Engine is a crucial tool in Transformation planning and mobilisation, as well as ongoing measurement, evaluation, and reporting. It provides a sophisticated survey capability, therefore providing primary insight input to all areas including:

The Assessment Engine identifies where leadership goals need alignment, engages stakeholders, and tracks and informs change adoption. It analyses value chains to identify improvements, enhances portfolio management with data-driven insights, and monitors initiative impacts, making it essential for successful transformation. It plays a pivotal role in Human Resource Development particularly in areas such as:

The Assessment Engine is a crucial tool in Transformation planning and mobilisation, as well as ongoing measurement, evaluation, and reporting. It provides a sophisticated survey capability, therefore providing primary insight input to all areas including:

In Modus ETP, the live Operating Model is the current operating ways of working living in the organisation in real-time. This represents the most up-to-date version of the operating model and forms the basis for the 'As Is' capture through which required changes are defined. Related overlays such as organisation design, data, systems, finance and infrastructure are identified and confirmed.

The foundational concepts in the platform functionality are identical to all forms and stages of the Operating model - whether Live, As Is snapshot, transitional or To Be.

As a result, the underlying foundational assets (eg KPIs, Roles, RACI, Rules, Policy, Training Materials, Governance) can be compared and contributed to the organisational change, training and communication processes.

In order to ensure sufficient detail to plan and drive change, the Operating Model is defined at 6 levels (level -1 to level 4) and the foundational assets are aligned with level 3.

The knowledge hub means that every detail of transformation is captured and available as a focal point to the entire organisation as a living knowledge management and development repository and method.

Many transformations place significant emphasis on digitization and digitalization, especially where sectors are experiencing digital disruption.

By associating all aspects of Systems and Data with the Business model and Operating model, we bring a robust framework for IT design, build and implementation cycles. Connecting into the Operating Model ensures the business teams understand, put into practice and adopt the Transformation As Usual concepts across both a business and an integrated IT perspective.

The Hub enables the capture and sustaining of all the central assets/artefacts driving systems and data Transformational needs. As such it provides a framework to connect the data flow logic with business rules and system rules, with an ability to build, govern and manage ongoing improvements for system design.

The Portfolio Management Hub provides an entire suite of integrated PMO planning, management and reporting functionality. It automatically deploys project environments, templates and reporting, thereby creating centralized visibility and the consistent application of your chosen delivery method.

It supports central visibility of transformation requirements and prioritization and control of projects through various delivery phases and stage gates, and automation of project management tasks and reporting.

Transformation portfolio structure can be derived through a linked cascade and multi-dimensional hierarchy, from for example a Group Initiative Portfolio to dependent portfolios covering regional, functional, system or team-specific perspectives. It provides the ability to have centralized templates with specific team views connected to the Business and Operating Models and automates requisite project creation, task management and reporting.

It is designed to allow any combination of methodologies for fluid, agile project management, from individual projects to interconnected programmes and entire portfolios. This ensures that every detail of each project is identified, integrated, managed and reported, continuously.

The organisational Change Management Hub (OCM hub) provides the capability to drive the process of change in a robust, coordinated manner across the entire transformation portfolio. It ensures that the requirements for change match the phases and pace through setup, engagement, delivery and adoption - and of course sustaining for Transformation as Usual (TAU).

Out-of-the-box methods, tools and techniques can be adopted, or your own preferred approach can be digitized and embedded.

The Hub provides all of the change methodology, tools, templates and integrated reporting required to mobilize and deliver change across the portfolios and activities within every project. It unlocks widespread collaboration across the business, enabling best practice delivery, driving the right skills and capability at team, role and user level as robust adoption of change happens at the individual role level.

It also allows the business to map and schedule the delivery of Transformation changes in relation to the business capability and resources together with a continuous response to pressures and change request decisions over the life of the Transformation.

The included Comms Hub provides a platform for users to access information, methods and assets/artefacts, and to manage the effective delivery of communication throughout the Transformation journey. It provides the framework to manage stakeholder communication and updates back to the business and transformation teams.

Central to the operation of Modus Enterprise Transformation Platform is the 400+ bank of assets or artefacts ranging from methodologies to tools and techniques, to templates and frameworks, all of which can be selected to form the ideal combination to setup and deliver your specific requirements and provide repeatable template combinations for fast multiple deployments.

Transformation programs need to be quickly and easily accessible to all involved. Not only those directly involved in delivering change, but also those who need to inform and support the transformation process. In major transformations, this could mean hundreds, possibly thousands of people across an organisation and across locations and geographies. It could also include suppliers and service partners, consultants and technology vendors. Having a master portal to a centralised platform is an essential part of delivering and sustaining success.

The Modus Engagement Portal provides a single user interface to a centralised, common view of every facet of the transformation. It enhances productivity, supports program pace and solution adoption, and allows changes and updates to be communicated immediately, thereby ensuring that everyone is always on the same page.

It also enables cross-team collaboration, provides access to timely reports and keeps users abreast of scheduled commitments such as training and meetings. It is designed to meet the information, communication and activity management needs down to an individual level to ensure that every facet is relevant and tailored to the user.

Perhaps most importantly, once embedded, it becomes the natural way of accessing up-to-date materials such as training, operating models, roles, responsibilities and KPIs - in other words providing the focus for sustained change - 'transformation as usual'.

This hub provides the capability to automate the repetition of any existing transformation structures, thereby ensuring that the inherited centralized connections are quickly and easily populated in a robust, pre-defined manner. Any required adjustments can then be made quickly without starting from scratch. This means that all inherited methods, connections, assets and overlays can immediately deliver continuous, agile process innovation and optimization across the Operating Model for any requirement or purpose. Should alternative or additional operational tools and methods be required, they can be quickly accommodated into the structure ensuring all connections are fully and securely embedded and managed. A core feature is the deployment of a governance cycle that ensures process steps can be tracked as milestones, whilst workflows support users to anticipate, plan and perform activities on time, including the ability to track and resolve issues and improvement needs as they arise. In other words, driving an Agile Transformation as Usual (TAU) cycle.

Here we link key transformation assets from various hubs and focus the role-based views so that individuals can access their own view, review the transformation roadmap and their own responsibilities, access their own reporting dashboard and track progress. They can even interact and collaborate.

With the benefit of the overlaid touch-points across the business models, operating models, programme, projects, processes, systems, data and people across all aspects of Transformation, the hub has the ability to slice and dice the dashboards to provide the most productive view for each role, both for business or transformation team members.

The Hub also has the ability to make the role-based view unique to roles and teams across multiple functions, geographies, SBUs or Brands.

Imagine having access to a single platform that provides robust centralization and control of your entire Transformation portfolio across every aspect of change, translating strategy into execution, until the benefit is realized. One that :

The Transformation Office Hub (TMO) creates the overarching capability for 'Transformation as Usual' with all aspects of methodology in a single, templated structure. This ensures that all the benefits of the 'Transformation as Usual' culture and capability are retained and available for repeated deployments into any team, function, region or business unit.

TMO creates a delivery portfolio linked to the requirements of the 'To-Be' Operating Model. It aligns the activities of projects and programs with the key outcomes, and with sponsors, transformation and Business Teams down to the role level.

​Today’s mobile-centric ways of working make constant access to reports, progress and collaboration tools essential. The Modus Mobile Pulse & Chatbot App enhances productivity with its continuous survey feature (taking the organisational ‘pulse’), crucial for measuring change adoption and realizing benefits. The Modus Chatbot elevates the platform with search and automation. Powered by Microsoft's LUIS, it serves as a personal assistant, handling searches, reminders, and task automation, integrated with transformation data for tailored support. Over time, its machine learning capability enhances its support, boosting productivity.

​Whilst we have already made significant progress in this area, Modus continues to adopt the next generation of exciting developments that will take Transformation delivery and Transformation as Usual on into the future of AI-enabled planning, management and virtual or mixed reality collaboration.

With the underlying structures for the Transformation already in place, we take these to the next level. Our Transformation Intelligence solution provides transformation simulation and 'what-if' analysis. In line with the vision, the business model canvass and the value chain, the Intelligence engine will simulate alternative scenarios for the Operating Model and all associated dimensions of process change. It includes a 'Skill Mapper' which provides models of the likely cross-functional, team and resource impacts. A Transformation Roadmap Modeler enables 'what-if' comparison of alternative roadmaps across as many change dimensions as required including. Finally, during delivery of change, the intelligence engine has the ability to run what-if analysis of inflight project changes such as continue, start, stop, change etc.