Jay Goldman, cofounder and CEO of Sensei Labs, co-author of New York Times bestseller The Decoded Company, HBR Advisory Council member. Read Jay Goldman's full executive profile here.
Large enterprises face unprecedented pressures requiring transformational programs, from business/strategy transformation to M&A post-merger integration to procurement/cost savings and supply chain optimizations. The rate of change is only accelerating, forcing leaders to develop continuous transformation capabilities that define evolving strategies, ongoing prioritization and rapid resource allocation.
No longer are organizations executing projects disconnected from KPI and benefits tracking. Ensure your success by establishing a measurable definition of success early, even across a broad portfolio of smaller projects. Be sure to pace those targets and forecasts over time, accounting for the sometimes long ramp-up of larger projects and programs.Transformation management offices are the strategic nucleus for business transformation initiatives.
A successful TMO should be poised to transform into a strategic management office. It's common for TMOs to be disbanded at the end of a fixed-term transformation, losing the collective people, platforms and processes that could have become a highly strategic, ongoing change agent within the organization. You don’t have to be on the journey yet, but you should plan on that destination and build your business case now while your TMO is active and driving success.
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