Managing Transformation With BTM²

It's common for high-value projects and programmes to be underpinned by business frameworks. For decades, the most sought-after experts who can use these frameworks in the real-world have been paid serious sums to help organisations optimise their odds of success.

The business transformation domain is somewhat less mature, and often isn't afforded the same degree of rigour that projects and programmes have come to enjoy. This explains why fragmented transformation efforts across organisations are not uncommon, and key components of transformation and teams are not working together as they could.

The Business Transformation Management Methodology (BTM²) is a four-phase holistic and integrated business transformation management methodology. It addresses the transformation journey from strategy through to business benefit realisation and everything in between.

Transformation Lifecycle

We know that all projects have a start and end, and that their milestones can be plotted on a straight line. But transformation is an ongoing journey consisting of these four phases.

Nine Management Disciplines

BTM² consists of nine management disciplines, illustrated below, which need to be integrated for an organisation to experience a more enjoyable and successful transformation journey. So, let's pay a brief visit to each of them.

Meta Management

Learn more about Meta Management

Strategy Management

Learn more about Strategy Management

Value Management

Learn more about Value Management

Risk Management 

Learn more about Risk Management

Business Process Management

Learn more about Business Process Management

IT Transformation Management

Learn more about IT Transformation Management

Organisational Change Management

Learn more about Organisational Change Management

Competence and Training Management

Learn more about Competence and Training Management

Programme and Project Management

Learn more about Programme Management

One Level Down

The best frameworks have depth and BTM² is no exception. One level down from the management disciplines described above you will find the following components, each of which is accompanied by its own set of processes.

Coming To Terms With Capabilities

The right capabilities are a pre-requisite for all business success, and transformation is no different. Without appropriate transformation management capabilities, orchestrating successful transformation will inevitably be fraught with difficulties.

It's not uncommon for established organisations to be operationally brilliant, but less so in transformation. Let's face it, their operational managers and leaders often have decades of operational experience. But with the "transformation" word only making it into the vocabulary of many organisations in the last decade, their managers and leaders tend to be far less experienced in this space. Keep in mind that the capabilities required to manage and lead transformation are very different to those required to manage and lead operations.

The best managers and leaders have been building upon their previous experience with new transformation knowledge. All it takes is a willingness to acknowledge the areas in which they lack knowledge, and then proactively develop their expertise in that space using frameworks like BTM².

Health Check

It's prudent for transformation leaders to assess the health of their transformation and a transformation health check can quickly reveal any serious gaps in capability that need to be filled. Sooner or later, leaders who embark on transformation without adequate capabilities on board will begin to hear the inevitable noise that comes from a poorly orchestrated transformation.

Strategic intent must be accompanied by adequate business transformation management capabilities. With the best will in the world, expecting a first league win, with an enthusiastic fourth division team is never going to produce the results you'd like. 

An impartial assessment of your transformation will quickly reveal the current state of your capabilities and help you close the gaps which are causing the trouble.

More Than Methodology

In the wrong hands, no template or framework will result in successful business outcomes, and this also applies to BTM². It cannot replace the need for cognitive, emotional, political, or moral intelligence. But like any tool, it can help experienced managers, leaders, and consultants complement their existing capabilities and perform better during business transformation.