Perpetual Transformation | Page 15

Take ownership and control | Governance

To successfully initiate an enterprise-wide program , the transformation governance [ 1 ] is distinct from the day-to-day business governance – this provides strong visibility on progress and ensures high accountability for results
GOVERNANCE STRUCTURE SUCCESS FACTORS
Transformation is embedded in day-to-day governance as part of perpetual transformation
Shareholder
Strategic decisions
Transformation
1
Supervisory Board
Executive Board
Day-to-day Business
2
3
• 1 Clearly separate transformation and day-to-day business to provide visibility on progress and ensure accountability for results
• 2 Establish control transformation progress along journey and pro-actively renew ambition level in response to trends / challenges
Operational management
Business Transformation Board
Business unit / functional reviews
5
Regional reviews
4
Periodic review along business responsibility ( and basis for incentives )
Business performance dialogue
• 3 Leverage Executive Board as decision-making body to resolve potential conflicts of interest between Transformation and daily business
• 4 Empower Business Transformation Board as ultimate decision and escalation body for transformation-related topic
• 5 Cascade operational review meetings in line with business responsibilities and empower employees with authorities to make decisions
[ 1 ] For managed and accelerated transformation Source : goetzpartners
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