Chapter 6
Establishing the Transformation Governance System
In This Chapter
Getting organised for the journey
Getting the programme office up and running
Monitoring your progress
Having assessed your readiness for transformation and decided in principle to proceed, you now need to put in place appropriate organisational roles and structures to enable you to develop and manage the change. In this chapter we consider the roles of individuals and groups including transformation sponsors, the programme manager, the transformation board, a programme management office and workstream leaders. We also discuss how to develop a suitable transformation charter and how to monitor and control progress once the transformation is underway.
Leading by Example: Driving the Transformation
Transforming an organisation requires careful planning, implementing and steering. The DRIVE model described in Chapter 3 is clearly based on the analogy of driving a car on a journey; you’ll arrive at your destination safely only if you have planned your route, fuelled (and maintained) your car, know where you’re going, have navigated, steered and driven safely, and made any necessary corrections if you’ve taken ...
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