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Transformation Realized Unpacked - Value Driver Deep Dive

The document discusses learning about transformation realized methodology, three value drivers, and future-back approach. It encourages reflecting on client stories and celebrating successes. It also discusses conceptualizing transformation and developing a transformative mindset by taking advantage of learning resources.

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Omar
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424 views

Transformation Realized Unpacked - Value Driver Deep Dive

The document discusses learning about transformation realized methodology, three value drivers, and future-back approach. It encourages reflecting on client stories and celebrating successes. It also discusses conceptualizing transformation and developing a transformative mindset by taking advantage of learning resources.

Uploaded by

Omar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Learn: 

Deep dive into the Transformation Realized methodology, our three value drivers,
future-back approach and other key elements that will help you to bring your clients'
ambitions to life. Virtual classrooms and on-demand videos will help you as you explore
transformation in more depth.

Reflect: Take inspiration from others. Put your new knowledge to work using real-life client
stories and engagements. Join your colleagues in virtual discussions and celebrations to share
your learnings and issues and celebrate your transformation successes.

Conceptualize: What does it mean to think ‘transformation’? Build your understanding of the


concept of transformation and how organizations use strategy to create competitive
advantage. Take advantage of on-demand eLearning and video podcasts and start thinking
with a transformative mindset.

Who might the questions come from?

As we think about the questions we have looked at so far, we need to recognize that they
could be asked by multiple people within an enterprise. We shouldn’t expect a certain type of
question to be raised by a specific type of buyer. It may be the CEO who asks one or all of
them. Sometimes it will be a functional leader whose focus lends itself to a specific question —
for example, the COO and supply chain, or the CMO and customer interactions.

Select the forward arrow to continue.

Do you have a transformational mindset?

A transformational mindset — important both for us and for our clients — is one that:

 Creates a compelling story framed in the future — inspiring, informing and convincing
the organization that we are on the right path

 Stimulates belief by revisiting assumptions regularly — testing the assumptions and


vision to adjust direction and maintain momentum
 Works towards a dynamic state — recognizing that the purpose of transformation is to
become transformative

 Embraces diversity to challenge the status quo — embedding cross functional, multi-
disciplinary teams with business, design and tech skills

 Balances agility and flexibility to drive outcomes — using agile methodology to balance
the plan with the organizational and operational reality
2
In this lesson, you've seen how important it is for companies to transform much more
significantly and at higher speed.

Companies that build upon transformative capabilities to dynamically shift their competitive
advantage can capture larger opportunities and remain agile, and truly understand the needs
of their customers, allowing them to get ahead in a disrupted and ever-changing market.

You were also introduced to a new way of transforming organizations, which includes a new
approach, mindset, and behaviors which aim to help organizations transform — the three new
core value creation drivers.

We'll share a deeper understanding of the core value creation drivers in the next lesson —
hearing first-hand from some of our EY leadership collegues who have been instrumental in
delivering transformative change for our clients.
Here’s a recap of the main points from the video:

 All of the core value creation drivers play a vital role, but are limited in their impact
when leveraged individually. EY believes in approaching transformation as a triathlete
— all three lenses must be understood and brought to the conversation.

 Our teams should demonstrate proficiency in each value driver — cross-disciplinary,


diverse teams bring a holistic approach.

 In addition to focusing on traditional shareholder measures we should focus on


designing a future state with the paying customer, employees, and the betterment of
society at heart.

 Don’t do technology for the sake of it — if you’re working more with customers /
employees or business growth, think about how you could solve your client’s problems
with advanced technologies in ways they’ve never thought of before.

 For innovation to have any value, it needs to be realized in the market. 95% of
innovation is the hard work of making it realized — this is truly what we mean by
Innovation@Scale.
 In order to be successful, long-term transformation is a way of being, a system, and a
muscle that you’ll be using from now on that is inclusive of all three core value
creation drivers.

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