Modus Enterprise Transformation Platform (ETP) Overview
Transformation As Usual (TAU) Hub and Core Transformation Features
Any seasoned Transformation professional is likely to agree (at least in private) that transformation is something of a super-human task because of its inherent complexity. Understandably, many resort to program and project management solutions (PPM) to try to establish and hold all the threads together, including activities, time, cost and risk. But this still does not link and manage the customer, product, market, financial, systems and organisational interdependencies in one multi-faceted masterpiece. It does not visualise, link and express these in value chains and operating models so that the resultant agenda for change defines every input, output and cause-and-effect logic.
- In other words, ensuring that every aspect of each dimension is connected in terms of impact logic (cause and effect), mapped onto, and linked with, methods, processes, resources, ways of working and capabilities. If this is omitted or poorly executed
- Failure is written into the transformation from day one. Fail to plan (absolutely every element) – you plan to fail! The risk of everything falling apart progressively is in direct proportion to the quality of that initial integration.
- The key driver of success is the degree to which you can achieve true centralisation and integration between thousands of moving parts across all initiatives and projects to deliver the required changes to business and operating models.
- Modus ETP provides a hub that acts as a focal point for transformation delivery and ongoing optimisation and change. A portal to the collective knowledge and change resources that will enable an organisation to build and sustain its transformation ecosystem and competence over time - we call it 'Transformation as Usual - TAU'.
Modus Transformation As Usual Introduction
In any Business sector we must respond to the need for ongoing change (call it transformation as usual – TAU), and therefore the organisation needs to be ‘change capable’ and ‘change oriented’. This requires quick, easy access to every facet of models, processes, training, documentation, and ways of working that we have created in your original transformation. In other words, a knowledge centre or hub responsive to the need for sustained change. This is a living, breathing foundational ecosystem designed to flex and change with need as the business and operating models respond to the ever-present forces of external disruption.
In any Business sector we must respond to the need for ongoing change (call it transformation as usual – TAU), and therefore the organisation needs to be ‘change capable’ and ‘change oriented’. This requires quick, easy access to every facet of models, processes, training, documentation, and ways of working that we have created in your original transformation. In other words, a knowledge centre or hub responsive to the need for sustained change. This is a living, breathing foundational ecosystem designed to flex and change with need as the business and operating models respond to the ever-present forces of external disruption.
Modus Framework
Building Transformation As Usual (TAU) Practice using the Modus Framework
- Customer
- Process
- People
- Corporate
- SBU's
- Regional
- Brands
- System
- Data
- Functional/Teams
- Product/Category
- Services
- Environment
- Supplier
Transformation As Usual Capability Model
"Transformation As Usual - TAU"
Model facilitated by the Modus Enterprise Transformation Platform (ETP). This methodology is designed to systematize the transformation process within organizations, encompassing various stages and tools for comprehensive management and execution. Here's a breakdown of the key components and their functions as depicted in the diagram:
This methodology ensures that transformations are systematic, integrated, and aligned with both current operational needs and future strategic goals, facilitating continuous improvement and adaptation in an ever-evolving business environment.
1. Business Model Modeler
- Purpose: Helps in designing and adjusting business models according to strategic needs and market demands.
- Connection: Feeds into the Business Model Transformations for refining and optimising business strategies.
2. Value Chain Modeller
- Purpose: Analyses and designs value chains that are aligned with the business model.
- Connection: Links directly to the Operating Model & Change Impacts, ensuring that changes in the value chain reflect in operational practices.
3. Transformation Roadmap Modeler
- Purpose: Creates detailed roadmaps for transformation, outlining key steps, expected outcomes, and timelines.
- Connection: Feeds into the Transformation Hub which manages various transformation projects across the organisation.
4. Optimisation & Automation
- Purpose: Focuses on enhancing efficiency through automation and optimising business processes.
- Connection: Interacts with the As-Is Operating Model Review Cycle to integrate improvements and automate existing processes.
5. Operating Model & Change Impacts
- Purpose: Assesses the impact of changes proposed in the value chain and business models on the operating model.
- Connection: Links changes to the Target Operating Model to ensure they are feasible and aligned with organisational goals.
6. Transformation Hub (Including TMO, Portfolio, Program, PMO, CMO, IT Hub, Delivery Hub)
- Purpose: Acts as the central command for all transformation activities, coordinating across multiple projects and departments.
- Connection: Drives the transformation through the entire organisation, utilising the transformation roadmap.
7. OCM Hub (Change Delivery & Assurance)
- Purpose: Focuses on enhancing efficiency through automation and optimising business processes.
- Connection: Interacts with the As-Is Operating Model Review Cycle to integrate improvements and automate existing processes.
8. Target Operating Model
- Purpose: Assesses the impact of changes proposed in the value chain and business models on the operating model.
- Connection: Links changes to the Target Operating Model to ensure they are feasible and aligned with organisational goals.
9. Additional Elements
- Purpose: Acts as the central command for all transformation activities, coordinating across multiple projects and departments.
- Connection: Drives the transformation through the entire organisation, utilising the transformation roadmap.
Individual and Team Capability Development
"Transformation As Usual - TAU" model facilitated by the Modus Enterprise Transformation Platform (ETP). This methodology is designed to systematize the transformation process within organizations, encompassing various stages and tools for comprehensive management and execution. Here's a breakdown of the key components and their functions as depicted in the diagram:
1. Setting the Right Stage (Quadrant 1)
Focus:
Team, enterprise, and leadership vision development.
Elements:
Include team development, enterprise development, strategy mobilization, and communication management.
Importance:
This quadrant is foundational, setting strategic direction and aligning the entire organisation with common goals. It's crucial for establishing the vision and the roadmap for transformation.
2. Providing the Right Tools and Method (Quadrant 2):
Focus:
Operational excellence and governance.
Elements:
Emphasise the operating model, governance frameworks, KPIs, and system and data integration.
Importance:
This quadrant ensures that the organization has the necessary tools and methodologies to execute the strategy effectively, enabling consistent and efficient operations across the transformation journey.
3. Enabling Right Skills & Capability
Focus:
Skill and capability development for adaptability and sustainability.
Elements:
Include value chain visibility, change management, training needs analysis, and performance management.
Importance:
Building and enhancing capabilities across the organization ensures that employees are prepared to manage and sustain change, which is critical for the ongoing success of the transformation effort.
4. Enabling Personal Development
Focus:
Individual growth and leadership development.
Elements:
Cover leadership development, behavior assessments, emotion and energy management, and personal development plans.
Importance:
Focuses on personal growth and development, ensuring that leaders and employees are not only equipped with the skills needed for transformation but are also resilient and adaptable to change.
Importance of the Framework:
Having a balanced approach that incorporates all four quadrants ensures that the transformation is holistic and sustainable. Each quadrant supports and reinforces the others, leading to a comprehensive and integrated transformation strategy that addresses the needs of individuals, teams, and the entire organisation. This holistic approach ensures that transformations are not only implemented effectively but are also deeply embedded into the organisation's culture and operations, leading to lasting change and continuous improvement.
Explore Modus AI and embark on a transformation journey that redefines excellence, setting your organization on the path to embedding
'Transformation as Usual'
practice.
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