I have experiences in 5 difference Information Technologies company transformation during my 10 year period in insurance sector. I have completed project/program management office set up and management for 4 times in terms of transformation. probably the most important transformation is the one that I have to task to integrate "Ak Emeklilik" and "Aviva Hayat emeklilik" into "AvivaSA". Following that I have managed transformation of Aviva Insurance in terms of Aviva Group glottalization vision, in this period ranked as 14th of the country I worked in charge of Program Management Office for transformation of Aviva Europe Information Technologies. Additionally I have leaded Information Technologies transformation for 2 different companies. These transformations are started with different needs and expectations but they are conducted similarly. All of them has strategy, vision and business plan. The trick is to create Big Picture and live it until the end. If you are thinking of transformation in your company or in any field, I think the following will help you.
Big Picture is planning the strategy and vision of the transformation, creating operating model and operational vision as soon as possible, determining fast gains, analyzing portfolio changes in daily life, deciding if it stops or changes and shaping and designing the transformation so that it will determine the structure of the organization in terms of new owners. After mobilization, development and application stages follow respectively.
While the transformation process moves step by step, directing transformation, cost benefit management and payer management should be conducted simultaneously. To do that transformation high level manager is needed. These high level managers responsible from transformation directs program office and according to the state of the office there are program office management, program coordinator, program assistance, finance, communication, process management and risk management experts. Program office is responsible for preparing high level reports to reach the goals of transformation. To do that he/she acts as project manager consultant to monitor transformation status, control and reporting, managing dependencies, risks and problems, business process analysis, development and improvement, cost analysis and reports.
When the big picture is created in transformation, management structure of transformation should be shaped. Executive committee and other committees that are reported to Management Board can be revised if necessary.
But different from routine management a directive committee to guarantee the execution of the transformation and management committee to take the organizational responsibilities of transformation should be created.
Transformation directive committee and management committee are sub-program sponsors and managements under Transformation Program Structure. Accordingly it is important to determine who will be in these committees are important to clearly express the structure of transformation.
To reach the transformation structure to desired organization structure, business units and supplementary functions should be determined. For each one for them driver or supportive sub-programs are created. Generally driver sub-program strategies include strategy, selling, marketing, operation, information technologies, finance, human resources supportive sub-programs include communication, risk, process, system, customer and employee. First conditions and context of the sub-programs are determined than a business case is prepared and projects, dependencies and risks are defined. After mobilization detailed plans are made and the project is executed. After that management of the whole is considered regarding the interaction between each programs. In this process resource management should be done properly.
In addition I recommend to keep in mind all the experience I have gained from transformation and principles stated above as a guideline for transformation.
- Focusing on requirements and priorities,
- Moving forward step by step,
- Charging right people with necessary experience,
- Correct sponsorship,
- Correct management structure where committees and communication channels are determined,
- Determining effective and effected people and shareholder management that focuses on bonding,
- Creating business plans with visible benefit and cost,
- Correct formalization i.e. determining projects,
- Structuring a plan with milestones,
- Managing risks, problem and dependencies,
- Keeping it simple,
- Communication with people,
- Building the currently applied project management methodology according to processes, schemes and skills.
I have no doubt that this will help you. But transformation is not as easy as it is written. Every one of them is a different story. If you need more you can contact me. Maybe we can meet in your transformation.