More and more companies are investing in large-scale transformations as they reimagine their businesses for the future.

A majority of CEOs—six in 10—say they are under pressure to deliver a successful digital transformation strategy. But these complex changes present significant challenges for leaders.¹ A recent HBR survey found that 86% of nearly 700 respondents recognize that transformation requires a combination of the right culture, revised business processes and new technology. But only 20% rate their transformation strategies as being effective.²

True transformative organizations can grow their business while shaping the competitive landscape—but joining the ranks of these organizations is easier said than done.³

Research has shown that “the transformation journey is taking large enterprises at least twice as long and costing twice as much as originally anticipated.”⁴

Transformations can often become protracted and expensive. Common reasons include lack of executive sponsorship and organizational alignment, not enough resources dedicated to the project, a lack of integration, siloed governance and missing skills or talent.

Businesses can feel confident about their ability to successfully execute a transformation if they have a clear vision, an integrated approach supported by world-class talent and tools and a focus on value.

A transformation office is much more than a traditional program management office (PMO), and it’s a necessary element of any large-scale transformation.

A transformation office improves time to value by maintaining focus on outcomes. It sets the organization up for continued success, going beyond a traditional PMO’s primary focus on time and budget.

A well-executed transformation depends on preparing the entire organization to thrive in what’s known as the “future state,” or the way things will work going forward. The company will operate in a new way. People’s job descriptions will change. New partners will be brought in. This will significantly impact individuals and the organization as a whole. A transformation office brings the talent along on the journey to make it work.

Our transformation office provides a bird’s-eye view of the various components of the transformation and helps the organization achieve high-level alignment on the shared vision, while unleashing innovation at the lower levels.

Our framework provides the necessary foundation for a successful transformation, bringing together all aspects from vision to value realization.

We collaborate with companies to create the overarching transformation design, which prioritizes and integrates multiple distinct initiatives, delivers the desired outcomes and is data-driven and focused on value. Our agile approach helps companies manage change and problem solve throughout the journey.

We engage talent across the organization to adapt and adopt the new ways of working, preparing the organization to occupy the future state. And we serve as the custodian of the company’s vision, keeping the organization aligned as the competitive landscape shifts.

Without an actionable vision, a transformation can easily unravel into a list of incompatible projects. This can often lead the organization off track or keep it stuck in place.

In an HBR article, Accenture identified the number one challenge facing digital transformation as an “unspoken disagreement among top managers about goals.”⁵

Our research reveals that, on average, 95% of a company’s employees are unaware of, or do not understand, its strategy. If the employees who are closest to customers are unaware of the strategy, they surely cannot help the organization implement it effectively.⁶

It is impossible to create a common understanding among employees, if there isn’t a common vision from leaders. Then comes the hard part: While a vision can set the compass in the right direction, you also need a road map to turn those aspirations into actions. The vision must be embedded into the design, plans, priorities and other day-to-day, concrete aspects of the transformation.

One common pitfall: Companies neglect to set up a robust governance model. Governance and related controls are the foundation of a successful transformation. It’s imperative to establish clear decision-making and transparent reporting, so the transformation can both move at speed and adapt to change.

Making sure people have explicit authority to design solutions for transformation-relevant programs is also critical.

Finally, organizations should stay focused on assembling the right talent. This includes leveraging external partners in the ecosystem, and orienting efforts around concrete value and business outcomes.

Accenture not only guides the design and strategy of the transformation; we also have the experience to get you across the proverbial finish line. As they say, “Change isn’t a talking sport, it’s a doing sport.” Mobilizing your operating models, governance structures and processes is significantly different in practice than in theory.

A typical transformation will comprise multiple portfolios, spanning across business groups, functions and IT. When a problem occurs, the team on the ground has access to Accenture’s comprehensive knowledge and experience in the relevant area and can find you the answers, fast.

Accenture is your partner throughout the entire transformation—one with the breadth of experience to anticipate problems, quickly identify the best solution and help organizations adapt as circumstances change.

For information about how Accenture can help get your transformation on track, contact us.