Transformation Dream Team

Sports fans have been enjoying the start of post lockdown football back on the agenda this week, after months of deprivation when the closest they could get was watching old re-runs or simulation games. What about your organisational “dream team” for Transformation – do you have the right combination on the pitch to ensure you are set up for success? Here are 6 key roles to consider when you start to play the Transformation game!

1.Referee

Depending on your organisational culture, the role of referee may fall more heavily on the shoulders of an individual Sponsor/ Senior Responsible Owner or be a collective steering group responsibility. Regardless of where the individual/collective line is drawn, it is critical that before kicking-off a major fixture and allowing everyone to become engrossed in the action, you are clear on the Rules of the Game. Set some boundaries and a clear approach for oversight of the change. Having a well defined team and governance structure is like hiring the best referee – there to make sure that the right things are being covered at each stage of the change and to make sure the programme does not descend into chaos and has a positive outcome. A good Portfolio PMO Manager and experienced Programme Lead can help you get the team established and onboard the relevant individuals. A “kickoff meeting” to establish ground rules and set out the strategy can be a useful way to start. Tip – to keep it effective, maintain focus on the overall goal and on the rules of engagement – don’t allow discussion at this initial stage to get distracted into pre-empting delivery tactics before positions/decision-making structures are in place.

2. Forwards

Everyone loves a star striker and it’s important you have both delivery leads and product/business owners with vision who can keep their eye on the ball and set the direction for the team. These colleagues’ commitment, energy and passion will provide the forward momentum for the team. Tip – It may be tempting to gather all your best stars and put them together on this one key initiative… however, remember that no team will work well if what you have is a whole pitch full of strikers! The best strikers work effectively with the midfield to ensure each attempt is set up effectively before they move in and take the shot.

3. Midfielders

These colleagues are the backbone of the team and are needed for their ability to look both up and down the pitch. Having robust colleagues on your team who can be a firm support to the strikers and will also keep their eyes open to the horizontals… the business context, the market context is essential. These people will help inform the striker of new opportunities opening up and set them up for success. These may include well-rounded PMs or product owners – perhaps less drive than your strikers but some good communication and observation skills, or may be capable business analysts who will dispassionately evaluate all solutions. Tip – ensure the balance of midfield to strikers is the right fit for the scale of challenge ahead.

4. Defenders

Defenders are the completer finishers. They keep the side safe from risks, are watchful and ensure no gaps are left in the solutions. These may include some more cautious, steady PMs or SMEs, as well as individuals in roles like risk manager, finance partner etc. If you have too many defenders without midfield and forwards, there will be a lack of drive and direction, but leaving yourself without a strong defensive force would mean you are open to the counter-attack. Tip – check that your defense is robust enough to stop a determined striker in their tracks, and that your team structure supports rather than hinders them in this role.

5. Team Coach

A good team coach – often the PMO, but also potentially other supporting services like HR and operational team managers – engages with the team and responds effectively to their needs, making sure each member fully understands the rules of the game, is equipped to do their job and knows how best to play with the others. Tip – an effective coach sets the standard high, but adjusts their style to suit the individual and situation. Is the “coach” role functioning effectively within your organisation – or actually creating rigid processes that are barriers to success?

6. Manager

The most critical hire, the programme manager – must not only keep the team happy but keep the fans happy, keep the club happy, and ultimately deliver results on the board. Emotionally resilient, they often balance competing demands, listening to a range of concerns but using their judgement to pick the best squad and formation, creating the strategy for success whilst giving the clear direction needed by the team, and not allowing noisey crowds or press to distract the focus of the team from the job in hand. Tip – Ensure your programme manager has the support of the board and the resources needed to perform the task – no manager can deliver premier performance on an amateur budget or establish the most effective formation with one hand tied behind their back.

Summary

Keep in mind that Transformation within your organisation is a team effort. If you can’t conceive of your most important programme teams in a balanced formation with all the above roles covered, it might be time to rethink the approach and do some shuffling, either on or off the pitch.