Digital Transformation Toolkit

Overview and Approach

Created by ex-McKinsey, Deloitte &
BCG Management Consultants.
 Context
With 50 billion connected devices in use around the world by 2030, undertaking a successful
digital transformation for your organization is becoming more important than ever

Number of connected devices worldwide

50 billion

38 billion

22 billion

2018 2025 2030

Source: Statista 2
Problem
Transformations are hard, and digital ones are harder

According to a survey conducted by the #1 global consulting firm McKinsey, only 16% of executives say that their
organization’s digital transformation has successfully improved performance and also equipped them to sustain
changes in the long term.
Even digitally savvy industries, such as high tech, media and telecoms, are struggling. Among these industries, the
success rate does not exceed 26 %. But in more traditional industries, such as oil and gas, automotive, infrastructure and
pharmaceuticals, digital transformations are even more challenging: success rates fall between 4% and 11 %.

3
Our Solution
Our management consulting firm created a Digital Transformation Toolkit that will help you undertake a
successful digital transformation for your organization (or for your client if you are a management consultant)

Tools

Frameworks

Templates

Digital
Support from Tier-1 Transformation
Management Consultants Toolkit

Step-by-step Tutorials

Best Practices
Real-life Examples

4
Our Solution
To ensure high quality, our Digital Transformation Toolkit was created by Management
Consultants who used to work for tier-1 management consulting firms

5
Objectives
The Digital Transformation Toolkit includes frameworks, tools, templates, tutorials, real-life examples and
best practices to help you:
• Undertake a successful digital transformation with a simple and comprehensive 5-phase approach: (I) Carry out a Business Case
for Change, (II) Define the Digital Transformation Strategy, (III) Implement, Track & Manage Progress, (IV) Define and Implement the
Change Management Strategy and Plan, (VI) Define and Implement the Communication Strategy and Plan
• (I) Carry out a Business Case for Change: (1) Situation & key challenge, (2) Recommendation to launch a digital transformation, (3)
Reasons for launching a digital transformation, such as “an increasingly digitally friendly world”, “a low digital maturity within our
organization”, “an opportunity to generate additional revenue”, “an opportunity to decrease our costs”, “a great return on investment”, and “a
perfect alignment with the corporate and business strategy”
• (II) Define the Digital Transformation Strategy: (1) Key success factors, (2) Digital transformation program team, (3) Current and target
digital maturity level, (4) Digital transformation vision, (5) Digital transformation strategic objectives to reach our vision, (6) List of potential
projects to reach our strategic objectives, (7) Business cases to help us prioritize our list of potential projects, (8) Project prioritization, (9)
Digital transformation roadmap including our prioritized projects, (10) Required technologies to implement the projects, (11) Required
budget to implement the projects
• (III) Implement, Track & Manage Progress: (1) Digital transformation program governance, (2) Digital transformation program
dashboards, (3) Projects dashboards, (4) Projects plans, (5) Projects implementation using Agile, (6) Projects implementation using Design
Thinking, (7) Projects implementation using the Traditional methodology, (8) Post projects evaluation and lessons learnt, (9) Post program
evaluation and lessons learnt
• (IV) Define and Implement the Change Management Strategy and Plan: (1) Company’s strategy, (2) Required change to implement the
strategy, (3) Business roadmap, (4) Company readiness for change, (5) Structure and size of the change management team, (6) Roles &
responsibilities, (7) Guiding principles, (8) Change Lean Canvas, (9) Change impact assessment, Etc.
• (V) Define and Implement the Communication Strategy and Plan: (1) Communication Objectives, (2) Approach, (3) Communication
Principles, (4) Key Stakeholder Groups, (5) Communication Channels, (6) Key Dependencies, (7) Communication Plan, Etc.

6
Key Success Factors
After undergoing 30+ digital transformations over the past 20 years, we identified that all great
digital transformations have the following 5 key success factors in common:
A strategy without execution is a dream. But execution without a strategy is a nightmare. That is why it is so critical to first spend
1. A robust digital some time crafting a robust digital transformation strategy and plan, which should include key components such as:
transformation • The strategic objectives of the digital transformation
strategy • The key initiatives required to reach the strategic objectives
• The human and financial resources required to complete the key initiatives

2.A simple but Each key initiative needs to have a simple and comprehensive business case with key components such as:
comprehensive • The initiative objectives, scope and approach
business case for • Expected deliverables and business outcomes
each key initiative • Costs, benefits and net present value

To effectively prioritize a long list of initiatives, the use of a 2 by 2 matrix with the following two dimensions is very useful:
3.An effective process • Impact (e.g., cost savings, Incremental revenue)
to prioritize initiatives • Effort (e.g., time frame required, human resources, financial resources)

4.A clear change To ensure that executives, managers, employees and customers understand the “why”, the “what” and the “how”, it is critical to
craft a comprehensive change management strategy and plan that includes:
management strategy • An impact assessment
to ensure people • A communication plan, training plan and coaching plan
adopt the changes • A resistance management plan
To build effective and efficient governance and easily track and manage progress, it is very important:
• To have one person accountable for the success of each initiative
5. Effective and • To have weekly meetings and user-friendly dashboards at the digital transformation program level and at the initiative level
efficient governance • To print all the dashboards in A1 size and put them on a wall. Alternatively, you can also recreate the dashboards on a wall
with stickers, tape and post-its
7
5-Phase Approach
The Digital Transformation Toolkit includes a 5-phase approach that we have built and refined over the past 20 years through constant trial
and error. The good news is that you don’t have to waste your time, energy, and money going through that lengthy trial-and-error process.
You can simply leverage our work and customize it based on the specificities of your organization.

Why? What? How?

II. Define the Digital Transformation
I. Carry out a Business Case for Change III. Implement, Track & Manage Progress
Strategy

IV. Define and Implement the Change Management Strategy and Plan

V. Define and Implement the Communication Strategy and Plan

8
5-Phase Approach
Each phase includes multiple steps

Why? What? How?

II. Define the Digital Transformation
I. Carry out a Business Case for Change III. Implement, Track & Manage Progress
Strategy
1. Situation & key challenge 1. Key success factors 1. Digital transformation program governance
2. Digital transformation program team
2. Recommendation to launch a digital 2. Digital transformation program dashboards
3. Current and target digital maturity level
transformation 3. Projects dashboards
4. Digital transformation vision
3. Reasons for launching a digital transformation 5. Digital transformation strategic objectives to 4. Projects plans
• An increasingly “digitally friendly” world reach our vision
6. List of potential projects to reach our strategic 5. Projects implementation using Agile
• A low digital maturity within our organization
objectives 6. Projects implementation using Design Thinking
• An opportunity to generate additional
7. Business cases to help us prioritize our list of
revenue 7. Projects implementation using the Traditional
potential projects
• An opportunity to decrease our costs methodology
8. Project prioritization
• A great return on investment 9. Digital transformation roadmap including our 8. Post projects evaluation and lessons learnt
• A perfect alignment with the corporate and prioritized projects 9. Post program evaluation and lessons learnt
business strategy 10.Required technologies to implement the
projects
11.Required budget to implement the projects

IV. Define and Implement the Change Management Strategy and Plan

V. Define and Implement the Communication Strategy and Plan

9
In the next slides, you’ll see a small preview of Phase I

Why? What? How?

II. Define the Digital Transformation
I. Carry out a Business Case for Change III. Implement, Track & Manage Progress
Strategy
1. Situation & key challenge 1. Key success factors 1. Digital transformation program governance
2. Digital transformation program team
2. Recommendation to launch a digital 2. Digital transformation program dashboards
3. Current and target digital maturity level
transformation 3. Projects dashboards
4. Digital transformation vision
3. Reasons for launching a digital transformation 5. Digital transformation strategic objectives to 4. Projects plans
• An increasingly “digitally friendly” world reach our vision
6. List of potential projects to reach our strategic 5. Projects implementation using Agile
• A low digital maturity within our organization
objectives 6. Projects implementation using Design Thinking
• An opportunity to generate additional
7. Business cases to help us prioritize our list of
revenue 7. Projects implementation using the Traditional
potential projects
• An opportunity to decrease our costs methodology
8. Project prioritization
• A great return on investment 9. Digital transformation roadmap including our 8. Post projects evaluation and lessons learnt
• A perfect alignment with the corporate and prioritized projects 9. Post program evaluation and lessons learnt
business strategy 10.Required technologies to implement the
projects
11.Required budget to implement the projects

IV. Define and Implement the Change Management Strategy and Plan

V. Define and Implement the Communication Strategy and Plan

10
Executive Summary

Situation & Key Challenge

• Describe the situation of your company

• Describe the key challenge that your company is facing

Recommendation

Replace this text with your recommendation

Reasons

1.Insert the reason why you 2.Insert the reason why you 3.Insert the reason why you
suggested your recommendation suggested your recommendation suggested your recommendation

4.Insert the reason why you 5.Insert the reason why you 6.Insert the reason why you
suggested your recommendation suggested your recommendation suggested your recommendation

11
 Real-life example

Executive Summary

Situation & Key Challenge

• Bank Corp’s profit has been increasing at a very good compound annual growth rate of 15% over the past 5 years
• Bank Corp’s shareholders expect an ambitious compound annual profit growth rate of 16% over the next 5 years
• The banking industry is mature, with an expected compound annual revenue growth rate of only 3% over the next 5 years
• A business model shift is required in order to meet our shareholders’ expectations

Recommendation

We recommend to invest $100 million in a Digital Transformation Program in order to shift our business model from a linear value chain model to a digital
ecosystem model

Reasons

1.An increasingly “digitally friendly” 2.A low digital maturity within our 3.An opportunity to generate
world organization additional revenue

4.An opportunity to decrease our 6.A perfect alignment with the

5.A great return on investment
costs corporate and business strategy

12
In the next slides, you’ll see a small preview of Phase II

Why? What? How?

II. Define the Digital Transformation
I. Carry out a Business Case for Change III. Implement, Track & Manage Progress
Strategy
1. Situation & key challenge 1. Key success factors 1. Digital transformation program governance
2. Digital transformation program team
2. Recommendation to launch a digital 2. Digital transformation program dashboards
3. Current and target digital maturity level
transformation 3. Projects dashboards
4. Digital transformation vision
3. Reasons for launching a digital transformation 5. Digital transformation strategic objectives to 4. Projects plans
• An increasingly “digitally friendly” world reach our vision
6. List of potential projects to reach our strategic 5. Projects implementation using Agile
• A low digital maturity within our organization
objectives 6. Projects implementation using Design Thinking
• An opportunity to generate additional
7. Business cases to help us prioritize our list of
revenue 7. Projects implementation using the Traditional
potential projects
• An opportunity to decrease our costs methodology
8. Project prioritization
• A great return on investment 9. Digital transformation roadmap including our 8. Post projects evaluation and lessons learnt
• A perfect alignment with the corporate and prioritized projects 9. Post program evaluation and lessons learnt
business strategy 10.Required technologies to implement the
projects
11.Required budget to implement the projects

IV. Define and Implement the Change Management Strategy and Plan

V. Define and Implement the Communication Strategy and Plan

13
Digital Maturity Model Current State Target State
Current state and target State

Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class

Customer
Experience
Data &
Insights
Strategy &
Leadership

Technology

Operations

Culture &
People

Organization

Marketing

Cyber Security

Brand
Management

14
 Tutorial

Digital Maturity Model Current State Target State

Current state and target State

Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class

Customer
Experience
Data &
Insights
Strategy &
Leadership

Technology
The strategy and plan defined in the next slides should help
Operations you cross the bridge between your current state and target
state
Culture &
People

Organization

Marketing

Cyber Security

Brand
Management

15
 A more comprehensive example
in Excel
Digital Maturity Model
Current state and target State
Level 1 - Basic Level 2 - Medium Level 3 - Good Level 4 - World-class Current Maturity Level Target Maturity Level Recommendation
Customer •Omni-channel model where on and offline channels
•Multiple channels but often siloed, with the •Actively transitioning from a multi channel to an omni-
Experience •Only a single channel, which is often a physical store ecommerce department often seen as a separate entity channel model
are integrated, allowing a seamless customer
•Create a project called "Customer
•React to customer needs
•Low customer satisfaction
•Start to proactively answer customer needs, and
influence buying decisions
•Proactively answer customer needs, and influence
buying decisions
experience
•Meet the needs of customers even before they 1 2 Experience" to help our company go
from level 1 to level 2
become aware of those needs (with Internet of Things)
•Average customer satisfaction •Good customer satisfaction
•Very good customer satisfaction
Data & Insights
•The company has a Big Data solution gathering a lot of
•The company has a Big Data solution gathering a lot of

2 3
•The company has some data data •Create a project called "Data &
•Barely no data data
•A team of people manually analyze and provide insight •Automatic reporting providing a lot of key insights in Insights" to help our company go
•Barely no insight •Automatic reporting with key insights
to the rest of the company real time from level 2 to level 3
•Almost a 360-degree view of the customer
•A 360-degree view of the customer

Strategy & •A robust digital transformation strategy has been

•A basic digital transformation strategy has been
defined and is embedded in the overall corporate and •Same as level 3
Leadership defined

3 3
•Barely no digital transformation strategy business strategy •A Chief Digital Officer is now part of the Executive
•A basic plan has been defined to implement the digital •Ensure the company maintain its
•Barely no plan to implement the digital strategy •A robust plan has been defined to implement the digital Committee
strategy level 3
•Barely no investment in Digital initiatives strategy •The corporate strategy team and the Digital team work
•Small buy-in from the leadership team and small
•High buy-in from the leadership team and high financial together to define the corporate strategy
financial investment in Digital initiatives
investment in Digital initiatives
Technology •All the new technologies are either leveraged or
•Start to leverage new technologies to better achieve
considered to better achieve the corporate strategic •Same as level 3
the corporate strategic objectives
•Barely no new technologies are leveraged to better
achieve the corporate strategic objectives
•The use of multiple technologies starts to help create,
process, store, secure and exchange data
objectives
•The use of multiple technologies helps create, process, Committee You can access
1 this more2comprehensive Digital Maturity
•A Chief Technology Officer is now part of the Executive •Create a project called
"Technology" to help our company
•The corporate strategy team and the Technology team go from level 1 to level 2
Model by opening the Excel document “Digital Maturity
store, secure and exchange data
•The use of multiple technologies starts to help meet
•The use of multiple technologies helps meet the needs work together to define the corporate strategy
the needs of customers at a lower cost
of customers at low cost
Operations
•Start to automate basic processes
•Many processes have been automated Model”, which is included in the Digital Transformation Toolkit
•Most processes have been automated
•Barely no processes are automated •Algorithms are extensively used to optimize processes •Algorithms and machine learning are extensively used •Create a project called
•Do not support the continuum from full service to self-
service
•Start to support the continuum from full service to self-
service
automatically
•Support the continuum from full service to self-service
to optimize processes automatically 1 2
•Support the continuum from full service to self-service
"Operations" to help our company
go from level 1 to level 2
•Start to enhance business efficiency and effectiveness
•Enhance business efficiency and effectiveness •Enhance business efficiency and effectiveness

Culture & •Employee training is pushed to individuals on-demand

•Some employee training is digitized and becomes more •Employee training is digitized and available on demand
as part of continual improvement process
People •Employee training is inefficient, relying heavily on efficient •The new digital culture has been implemented

1 2
•The company is well-know for its great digital culture •Create a project called "Culture &
classroom •Start to define and develop a Digital culture with •Has the right talents and capabilities
•Has the right talents and capabilities People" to help our company go
•Did not define a Digital culture governance and talent processes to support progress •Define and develop a Digital culture with governance
•Define and develop a Digital culture with governance from level 1 to level 2
•Do not have the right talents and capabilities along the digital maturity curve and talent processes to support progress along the
and talent processes to support progress along the
•Start to recruit the right talents and capabilities digital maturity curve
digital maturity curve
Organization •Recognized in the industry as a state-of-the-art agile
•Has an agile organization organization able to quickly adapt, innovate and disrupt

1 2
•Start to create an agile organization •Create a project called
•Bureaucratic organization •Communication done via emails and collaborative other companies or itself
•Communication essentially done via emails "Organization" to help our company
•Communication essentially done via emails tools (e.g. Slack, Atlassian) where the right people and •Communication done via emails and collaborative
go from level 1 to level 2
the right information come together tools (e.g. Slack, Atlassian) where the right people and
the right information come together
Marketing
•Uses both traditional marketing levers and digital
•Starts to use both traditional marketing levers and •Same as level 3 •Create a project called "Marketing"
•Mainly uses traditional marketing levers (e.g. TV,
Radio)
digital marketing lever (e.g. Google Ads, Facebook
Organic, Facebook Ads), but in a siloed way
marketing lever in an integrated way
•Algorithms improve digital marketing budget allocation
•Great at creating shareable viral content
•Always experiments new emerging marketing levers
1 2 to help our company go from level 1
to level 2
in real time to maximize return on ad spend (ROAS)

Cyber Security •Plans for and proactively addresses cyber threats and
•Plans for and proactively addresses cyber threats and
•Do not plan for and proactively addresses cyber vulnerabilities
•Start to plan for and proactively addresses cyber vulnerabilities •Create a project called "Cyber
threats and vulnerabilities
•Do not establish user profile to ensure proper access
threats and vulnerabilities
•Ensure proper access to sensitive data
•Establishes user profile to ensure proper access to
sensitive data
•Establishes user profile to ensure proper access to
sensitive data 1 2 Security" to help our company go
from level 1 to level 2
to sensitive data •Customer confidence in the 90th percentile within the
•Customer confidence above the industry average
industry
Brand
Management •Has a consistent and differentiating brand across

2 3
•Has a consistent and differentiating brand across •Create a project called "Brand
•Does not have a consistent and differentiating brand •Start to develop a consistent and differentiating brand digital channels
digital channels Management" to help our company
across digital channels across digital channels •Customer trust in the 90th percentile within the
•Customer trust above the industry average go from level 2 to level 3
industry

•Create a Program called Digital

Average Score
out of 4 1.4 2.3 Transformation that will manage the
projects listed in this document.

16
Top 12 Technologies to consider to implement our projects

Big Data Artificial Intelligence Cloud Computing Cyber Security Blockchain Internet of Things

Digital Marketing 3-D Printing Drones Robots Virtual Reality Augmented reality

17
Why are we considering Big Data for our organization?

Big data is a term that describes the large volume of data, both structured and unstructured, that inundates a business on a day-to-day
basis. But it’s not the amount of data that’s important. It is what organizations do with the data that matters. Big data can be analyzed for
insights that lead to better tactical and strategical decisions.

While the term “big data” is relatively new, the act of gathering and storing large amounts of information for eventual analysis is ages old.
The concept gained momentum in the early 2000s when industry analyst Doug Laney articulated the now-mainstream definition of big
data as the three Vs:

• Volume: Organizations collect data from a variety of sources, including business transactions, social media and information from
sensor or machine-to-machine data. In the past, storing it would’ve been a problem, but today, new technologies have eased the
challenge.
• Velocity: Data streams in at an unprecedented speed and must be dealt with in a timely manner. RFID tags, sensors and smart
metering are driving the need to deal with torrents of data in near-real time.
• Variety: Data comes in all types of formats, from structured, numeric data in traditional databases to unstructured text documents,
email, video, audio, stock ticker data and financial transactions.

The amount of data in our world has been exploding, and analyzing large data sets will become a key basis of competition, underpinning
new waves of productivity growth, innovation, and consumer surplus, according to research by MGI and McKinsey's Business
Technology Office.

18
Examples of industry using Big Data

Banking With large amounts of information streaming in from Education Educators armed with data-driven insight can make a
countless sources, banks are faced with finding new and significant impact on school systems, students and
innovative ways to manage big data. Big Data and curriculums. By analyzing big data, they can identify at-
Analytics help banks better understand customers and risk students, make sure students are making adequate
minimize risk. Big data brings big insights, but it also progress, and can implement a better system for
requires financial institutions to stay one step ahead of evaluation and support of teachers and principals.
the game with advanced analytics.

Government When government agencies are able to harness and Health care Patient records. Treatment plans. Prescription
apply analytics to their big data, they gain significant information. When it comes to health care, everything
ground when it comes to managing utilities, running needs to be done quickly, accurately, and, in some cases,
agencies, dealing with traffic congestion or preventing with enough transparency to satisfy stringent industry
crime. But while there are many advantages to big data, regulations. When big data is managed effectively, health
governments must also address issues of transparency care providers can uncover hidden insights that improve
and privacy. patient care.

Manufacturing Armed with insight that big data can provide, Retail Customer relationship building is critical to the retail
manufacturers can boost quality and output while industry – and the best way to manage that is to manage
minimizing waste – processes that are key in today’s big data. Retailers need to know the best way to market
highly competitive market. More and more manufacturers to customers, the most effective way to handle
are working in an analytics-based culture, which means transactions, and the most strategic way to bring back
they can solve problems faster and make more agile lapsed business. Big data remains at the heart of all
business decisions. those things.

19
Where does Big Data come from?
The sources for big data generally fall into one of three categories

This category includes data that reaches your IT systems from a web of connected
Streaming data devices, often part of the IoT. You can analyze this data as it arrives and make decisions
on what data to keep, what not to keep and what requires further analysis.

The data on social interactions is an increasingly attractive set of information,

Social media particularly for marketing, sales and support functions. It's often in unstructured or
data semistructured forms, so it poses a unique challenge when it comes to consumption and
analysis.

Massive amounts of data are available through open data sources like the US
Publicly
government’s data.gov, the CIA World Factbook or the European Union Open Data
available data
Portal.

20
The focus should be on the initiatives that have the greatest impact and
require the lowest effort

Prioritization matrix

Longer term initiatives

High (actively work to reduce required Initiatives to be prioritized
effort)

Impact

Unattractive initiatives Low value initiatives

Low
(do not pursue) (pursue opportunistically)

High Low
Effort

21
 s
hot
n s
ee
S cr

See below 4 screenshots from Phase II

Project Financials in Excel Change Impact Assessment

Strategic Objectives and KPIs Lean Business Case

22
In the next slides, you’ll see a small preview of Phase III

Why? What? How?

II. Define the Digital Transformation
I. Carry out a Business Case for Change III. Implement, Track & Manage Progress
Strategy
1. Situation & key challenge 1. Key success factors 1. Digital transformation program governance
2. Digital transformation program team
2. Recommendation to launch a digital 2. Digital transformation program dashboards
3. Current and target digital maturity level
transformation 3. Projects dashboards
4. Digital transformation vision
3. Reasons for launching a digital transformation 5. Digital transformation strategic objectives to 4. Projects plans
• An increasingly “digitally friendly” world reach our vision
6. List of potential projects to reach our strategic 5. Projects implementation using Agile
• A low digital maturity within our organization
objectives 6. Projects implementation using Design Thinking
• An opportunity to generate additional
7. Business cases to help us prioritize our list of
revenue 7. Projects implementation using the Traditional
potential projects
• An opportunity to decrease our costs methodology
8. Project prioritization
• A great return on investment 9. Digital transformation roadmap including our 8. Post projects evaluation and lessons learnt
• A perfect alignment with the corporate and prioritized projects 9. Post program evaluation and lessons learnt
business strategy 10.Required technologies to implement the
projects
11.Required budget to implement the projects

IV. Define and Implement the Change Management Strategy and Plan

V. Define and Implement the Communication Strategy and Plan

23
 Real-life example

Project Plan for Initiative “Artificial Intelligence”

Replace this text with the key takeaway of this Powerpoint slide.

Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1.Get Familiar with AI

2.Create an AI team including

Business experts & AI experts
3.Identify the problem we want AI to
solve
4.Identify initiatives to solve these
problems
5.Assess the potential value of
each initiative

6.Prioritize the initiatives

7.Acknowledge the Internal

Capability Gap & hire accordingly
8.Form a taskforce to integrate our
different data set together
9.Begin applying AI to a small
sample of your data
10.Prove value, collect feedback,
and then expand accordingly

Significantly behind schedule Behind schedule On track or completed

24
Detailed Project Plan for Initiative [insert the name of the project]
Open the Excel document “Project Plan” for more details.

25
Governance model to implement our digital transformation strategy

Required Meeting Meeting

Key Forums Stakeholders Focus
Deliverables frequency duration

Program Update to Update the • Strategic objectives

Executive dashboard
the Executive Insert text
Committee on • Digital transformation
Monthly 1 hour
Committee progress made roadmap dashboard

• Strategic objectives
dashboard
Successful
Program Steering • Digital transformation
Insert text implementation of Bi-Weekly 1 hour
Committee roadmap dashboard
the program • Program dashboard

Successful
Project Steering • Project dashboard
Insert text implementation of • Project plan Weekly 45 min
Committee the project

26
Insert the Initiative Name - Status report - 04/10/2021 Insert
Project Logo
Insert Author

• Insert your own text - Insert your own text

Overall Status • Insert your own text - Insert your own text
• Insert your own text - Insert your own text

• Insert your own text - Insert your own text

Time / Deadlines • Insert your own text - Insert your own text
• Insert your own text - Insert your own text

• Insert your own text - Insert your own text

Cost / Budget • Insert your own text - Insert your own text
• Insert your own text - Insert your own text

• Insert your own text - Insert your own text

Requirement /
• Insert your own text - Insert your own text
Quality
• Insert your own text - Insert your own text

Key Past Milestones Key Current Milestones Key Future Milestones

 Insert Milestone  Insert Milestone  Insert Milestone

 Insert Milestone  Insert Milestone  Insert Milestone
 Insert Milestone  Insert Milestone  Insert Milestone

27
In the next slides, you’ll see a small preview of Phase III

Why? What? How?

II. Define the Digital Transformation
I. Carry out a Business Case for Change III. Implement, Track & Manage Progress
Strategy
1. Situation & key challenge 1. Key success factors 1. Digital transformation program governance
2. Digital transformation program team
2. Recommendation to launch a digital 2. Digital transformation program dashboards
3. Current and target digital maturity level
transformation 3. Projects dashboards
4. Digital transformation vision
3. Reasons for launching a digital transformation 5. Digital transformation strategic objectives to 4. Projects plans
• An increasingly “digitally friendly” world reach our vision
6. List of potential projects to reach our strategic 5. Projects implementation using Agile
• A low digital maturity within our organization
objectives 6. Projects implementation using Design Thinking
• An opportunity to generate additional
7. Business cases to help us prioritize our list of
revenue 7. Projects implementation using the Traditional
potential projects
• An opportunity to decrease our costs methodology
8. Project prioritization
• A great return on investment 9. Digital transformation roadmap including our 8. Post projects evaluation and lessons learnt
• A perfect alignment with the corporate and prioritized projects 9. Post program evaluation and lessons learnt
business strategy 10.Required technologies to implement the
projects
11.Required budget to implement the projects

IV. Define and Implement the Change Management Strategy and Plan

V. Define and Implement the Communication Strategy and Plan

28
Executive Summary Caption:
Low
Impact
Moderate
Impact
Medium
Impact
High
Impact
Extreme
Impact

Change Impact Assessment Matrix

• Insert name of the Change • Insert name of the Change • Insert name of the Change

Extreme
Complexity of the Change

• Insert name of the Change • Insert name of the Change • Insert name of the Change

High

• Insert name of the Change

Medium

Moderate

Low

1 team impacted 1 Business Unit 1 Division Half of the Company Extreme

Size of the Change

29
Executive Summary
Structure and size of the Change Management Team

Insert Name
Senior Change
Manager

Insert Name Insert Name

Change Manager Change Manager

Insert Name Insert Name Insert Name Insert Name Insert Name Insert Name
Junior Change Junior Change Junior Change Junior Change Junior Change Junior Change
Manager Manager Manager Manager Manager Manager

30
Executive Summary - Change Lean Canvas
Change Enter the name of the Business Enter Business owner Change Enter Change manager Submit Enter Change Canvas
Name change Owner name manager name Date version & submit date

Describe the change that is Why did we decide to do this Who will be impacted by this What will we do to prepare
happening change? change? impacted stakeholders?

Insert what the employee, customer or user Describe the rational behind the decision to do Insert the different stakeholder groups Insert what we will do to ensure proper
used to be able to do this change impacted by this change adoption of the change (i.e. communication,
training, pilot group,…)
Insert what the employee, customer or user
will be able to do with this new change

When will they be impacted by What are the business outcomes What are the business outcomes What are the next steps?
this change? we want to reach? we are reaching?
Insert date Insert the business outcomes we want to When available, insert the business outcomes Include the next steps if any
reach and their source

31
In the next slides, you’ll see a small preview of Phase III

Why? What? How?

II. Define the Digital Transformation
I. Carry out a Business Case for Change III. Implement, Track & Manage Progress
Strategy
1. Situation & key challenge 1. Key success factors 1. Digital transformation program governance
2. Digital transformation program team
2. Recommendation to launch a digital 2. Digital transformation program dashboards
3. Current and target digital maturity level
transformation 3. Projects dashboards
4. Digital transformation vision
3. Reasons for launching a digital transformation 5. Digital transformation strategic objectives to 4. Projects plans
• An increasingly “digitally friendly” world reach our vision
6. List of potential projects to reach our strategic 5. Projects implementation using Agile
• A low digital maturity within our organization
objectives 6. Projects implementation using Design Thinking
• An opportunity to generate additional
7. Business cases to help us prioritize our list of
revenue 7. Projects implementation using the Traditional
potential projects
• An opportunity to decrease our costs methodology
8. Project prioritization
• A great return on investment 9. Digital transformation roadmap including our 8. Post projects evaluation and lessons learnt
• A perfect alignment with the corporate and prioritized projects 9. Post program evaluation and lessons learnt
business strategy 10.Required technologies to implement the
projects
11.Required budget to implement the projects

IV. Define and Implement the Change Management Strategy and Plan

V. Define and Implement the Communication Strategy and Plan

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Communication Approach

Insert your own title

Insert your own title

Insert your own title

Insert your own description

Insert your own description

Insert your own description

INSERT INITIATIVE NAME

33
 Real-life example

Communication Approach

Inspire action

Build the story

Start the conversation

Create a sense of excitement for our new

Use of strategic key messages across all vision with a creative campaign including
communications to ensure consistency and postcards, stickers and/or posters.
clarity of message. Targeted communications with specific
The use of story-telling to bring the vision to messages for highly impacted colleagues
A staggered launch approach to introduce the
life. Use real-life case studies to illustrate our
new vision of the company
key messages.

INSERT INITIATIVE NAME

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Communication Principles
We will follow [insert your own number] overarching principles

Insert the title of the

communication Describe your communication principle (check our tutorial to see some examples)
principle

Insert the title of the

communication Describe your communication principle (check our tutorial to see some examples)
principle

Insert the title of the

communication Describe your communication principle (check our tutorial to see some examples)
principle

Insert the title of the

communication Describe your communication principle (check our tutorial to see some examples)
principle

Insert the title of the

communication Describe your communication principle (check our tutorial to see some examples)
principle

35
 Real-life example commonly used by
Fortune 500 companies

Communication Principles
We will follow [insert your own number] overarching principles

Communicate with
We communicate when there is a clear purpose and/or there is a clear call to action for the audience.
purpose

We communicate using a holistic approach through existing channels wherever possible to limit the number of communications
Minimize noise
colleagues receive.

We use clear, concise and plain language in all our communications. We don’t assume knowledge and avoid the use of jargon
Clear and concise
and acronyms wherever possible.

We engage business leaders before we communicate more broadly to colleagues so they can help us lead change within
Leader-led
impacted teams.

Communications are issued following an agreed governance and

Governance
approvals process.

36
We leveraged this slide to help us brainstorm and define the key messages
to communicate

• The current situation and the rationale for the change

o Business issues or drivers that created the need for change
Brai
Messages about the o Competitive issues or changes in the marketplace
nsto
business today o Customer issues rmin
o Financial issues g
• What might happen if a change is not made

• A vision of the organization after the change takes place

• Scope of the change (including process scope, organizational scope, systems and technology scope)
• Objectives for the change (what does success look like)
Messages about the • Overall time frame to implement the change
change • Alignment of the change with the business strategy
• How big the change is needed (how big is the gap between today and the future state)
• Who is most impacted and who is least impacted
• The basics of what is changing, how it will change and when it will change, including what will not change

• The impact of the change on the day-to-day activities of each employee

• “What’s in it for me” (WIIFM) from the employee’s perspective
Messages about how • Implications of the change on job security
the change impacts • Specific behaviors and activities expected from the employee, including support of the change
employees • Procedures for getting help and assistance during the change
• Ways to provide feedback
• The expectation that change will happen and is not a choice

• The schedule for the project overall • Major milestones and deliverables
Status updates and
• When will new information be available • Key decision points
progress reports
• How will information be shared about the project • Early success stories

37
 Tutorial

Communication Channels
To deliver our messages, we will mainly leverage [insert your own number] internal
communication channels and [insert your own number] external communication channels

Simply move the green arrows to

highlight the main communication
Internal communication channels
channels that you intend to use.

Forum Intranet Email Mail Training Workshop Phone Face to face

External communication channels

TV Radio Newspaper Billboard Mailing Events

38
Structure of the Toolkit
The Digital Transformation Toolkit includes 400 Powerpoint slides, 30 Excel sheets and 80 minutes of Video
training categorized into multiple folders that you can download on your device immediately after your purchase.

+ +
400 editable Powerpoint slides* 30 Excel sheets* 80-min Video training

0. Overview and I. Business Case for II. Digital III. Implementation IV. Change V. Communication
approach change Transformation Management Strategy Strategy and Plan
Strategy and Plan

*Please note that the number of PowerPoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a PowerPoint slide
that has been duplicated to facilitate our clients’ understanding only counts for 1 slide.

39
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