Transformation Office
A transformation office should tell the chief executive which initiatives are moving their numbers and which are not. We set it up to do that from the records.
Questions we help answer
- Which of our initiatives are actually moving the figures they promised?
- Are any benefits being claimed by more than one initiative?
- Where is the program blocked, and who has to decide?
- Is the program office adding work or removing it?
- When can our own people run this without outside support?
What we do
Program set-up
Governance, steering cadence, decision rights and a task system holding every initiative with its owner, dependencies and acceptance criteria.
Benefits register
One register linking each benefit to its source record, baseline and counting rule, updated from the systems instead of from status reports.
Steering pack
A short pack showing benefits against baseline, blocked decisions and initiatives off track, generated from the task system and the ledger.
Interim program leadership
THEFOCUS runs the office while the program is set up and hands it to an internal lead with documented routines.
- How an engagement with THEFOCUS startsDiscuss this with us
How we approach it
- 01
Minimal reporting burden
Status is read from the task system and the source records wherever possible, so initiative owners spend their time on the work.
- 02
Decisions on a clock
Blocked items are escalated with a decision date, and every decision is recorded with its reason in the program log.
- 03
Plan the handover from the start
Routines, templates and access are designed so an internal lead can take over without rebuilding them.
Relevant industries
How an engagement with THEFOCUS starts
A first conversation is about your situation. If there is a fit, we propose a scoped diagnostic with a fixed deliverable before any larger commitment.
Discuss this with us01
A working conversation
Forty-five minutes with the person who would lead the work. We ask about the decision, the systems behind it and the deadline.
02
A scoped diagnostic
Read-only access, a fixed timeframe and a written finding: what the records show, what it costs and what to change first.
03
A plan you can act on
Changes, owners, measures and exclusions in writing. The same team then builds and measures, or hands over cleanly.
- One accountable team
- The people who diagnose also build the systems and measure the result.
- Partners chosen per problem
- Independent specialists join for the parts that need them, under one contract.
- Records before dashboards
- Orders, ledgers and logs are reconciled before any recommendation depends on them.
Questions executives ask
Which task system do you use?
We use the client's own system where it can hold dependencies and acceptance criteria. Where there is none, we set one up that the client owns and keeps.
Can you run the office for a program another firm designed?
Yes. We start by testing the existing benefits case against the ledger and the plan against its system dependencies, and report what needs to change before taking it on.
Discuss this with us
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