tools & techniques transformation mapping. transformation mapping business process...

Tools & Techniques Tools & Techniques

Transformation MappingTransformation Mapping

Transformation mapping Business Process

TRANSFORMATION MAPPING PROCESS

2

• What Transformation Mapping is

• Learnings:– What We Found

– What we did

– What is New/Different

• Further information

• Glossary of Terms

ContentsContents



3

What We FoundWhat We Found Issues We Had to AddressIssues We Had to Address

We have used the Transformation mapping process in We have used the Transformation mapping process in two ways. . .two ways. . .

• Transformation mapping is applicable in almost any environment where you want to create a new vision or team goal

• It is an excellent way of mobilising your team

• It is a democratic way of getting a result and is transparent. This also means that the process used becomes trusted by the creators of the transformation map

• Leadership concentrates on the development of the vision and framework, not controlling the outcome

• The model can be adapted/changed as the vision or goal becomes clearer

• Transformation mapping is applicable in almost any environment where you want to create a new vision or team goal

• It is an excellent way of mobilising your team

• It is a democratic way of getting a result and is transparent. This also means that the process used becomes trusted by the creators of the transformation map

• Leadership concentrates on the development of the vision and framework, not controlling the outcome

• The model can be adapted/changed as the vision or goal becomes clearer

• How to get the leadership to feel comfortable with setting the framework:

–The outcome of how to undertake the journey will largely be unknown at this stage

–The team are usually senior people, so how to get them to visualise a variety of very different scenarios to transition the business

–How not to get drawn into too much detail - this is big picture stuff

• Priorities change over time - how to keep the Transformation Map current and how to note progress

• How to get the leadership to feel comfortable with setting the framework:

–The outcome of how to undertake the journey will largely be unknown at this stage

–The team are usually senior people, so how to get them to visualise a variety of very different scenarios to transition the business

–How not to get drawn into too much detail - this is big picture stuff

• Priorities change over time - how to keep the Transformation Map current and how to note progress

• By getting ideas in a way that enabled us to structure a project team

• By getting buy-in from the team so we could move forward



4

This standard approach included:

• Establishing the purpose of using the T Map approach:– Usually applied in developing significant business transformation, including whole aspects of the

business

• Defining the required segments on the map:– These are the axis for the ‘T ’Map. They are the key topic areas where the business should focus

(they are not usually business functions)

– Develop the organisational vision

– The detail is meaningful and must be validated with the client

• Deciding the time frame for the transformation transition:

– This can vary from 6 months to 3 years or longer

– We chose a timeframe of 3 years

• Mapping the improvement initiatives

• Developing and mapping the KPIs

• This tool can support a much larger project start up

We used a standard approach to develop a We used a standard approach to develop a Transformation Map for the ProjectTransformation Map for the Project

20002000 20012001 2002200219991999

Timeframe

Segments



5

20002000 20012001 2002200219991999

A step-by-step approach was used to build the T Map. . .A step-by-step approach was used to build the T Map. . .

Step by StepStep by Step

• Established the vision

• Created the axis segments:

–What drives the business to achieve the vision

• Brainstormed the segment steps:

–This is a transitory process. Think about the timeline effect of delivering the steps - use post its

• Rationalised the steps:

–Some ideas will be solid, others may need work to reword/rethink concepts

• Established the vision

• Created the axis segments:

–What drives the business to achieve the vision

• Brainstormed the segment steps:

–This is a transitory process. Think about the timeline effect of delivering the steps - use post its

• Rationalised the steps:

–Some ideas will be solid, others may need work to reword/rethink concepts

VisionVision

In order to ‘build’ a Transformation map, large sheets of brown or white paper can be used to draw the T map, and post-its are then used to write e.g. ideas/KPIs on and are placed onto the Map.

In order to ‘build’ a Transformation map, large sheets of brown or white paper can be used to draw the T map, and post-its are then used to write e.g. ideas/KPIs on and are placed onto the Map.

TO-BE PROCESS

Yes

No

AS-IS PROCESSSSYes

No

STORY SO FAR...



6

We needed to create a vision statement for the project We needed to create a vision statement for the project going forward for the next three years. . .going forward for the next three years. . .

OUR VISION: To have the 5 Plus approach to be seen as the Syngenta way of

life “embed best practice”

OUR VISION: To have the 5 Plus approach to be seen as the Syngenta way of

life “embed best practice”

“A business which is a service to the food chain”“A business which is a

service to the food chain”

“Enable financial delivery to cover costs

of the merger” - relative to synergy

savings

“Enable financial delivery to cover costs

of the merger” - relative to synergy

savings

“To be recognised as the employer of choice”“To be recognised as

the employer of choice”

“To be a true learning organisation with an

inspirational leader(s)”

“To be a true learning organisation with an

inspirational leader(s)”

“Syngenta Vision”

“Syngenta Vision”



7

We outlined the key initiatives impacting each segment of We outlined the key initiatives impacting each segment of the mapthe map

STRAWMODELSTRAWMODEL

- 1 -08/08/2000 • 17:17 Zeneca Agrochemicals / Gemini Consult ing Limited

5PROJECTPlus

Team Map 5 Plus Going Forward - June 2000

The vision can now be worked into activities.The vision can now be worked into activities.

August 2000 November 2000 2001 2002

Integration

Having Flexible& Responsive

Assets

Operating inglobal cross-

functional way

ProjectProjectVisionVision

Supply Chain 2002 Relieving Pressure on Fixed & Variable Costs Developing and Transferr ing Capabilities

Prof itable Dif ferent iat ionPorrino decision in line with principles

Le verag ing Inf orma tionDiffer entiatio n bet we en a ppro priatestra tegic/ta ctical/ope ration al system s agr eed

High Performance TeamsCross-functional teams in 5 Plus

High Per form ance Team sCro ss-funct io nal te ams set up acr ossFe rnh urst

Prod uct Life Cycle Man agem ent• All form ulation reviewe d - 5 0%

re duction agr eed b y ISO P• All packs r eviewed a nd ta rget s met

Profita ble Differ entiat io nInd onesia , Ar gent in a, Gr eece a ndMe xico decision in line with princip les

HPTHPTs acr oss Business

Prod uct Life Cycle Man agem entOng oing r ole of manu factur ingdir ections

DRRPCAPITAL pro jects owne d and app rovedby SC’s, CAPITAL pro jects delive redme et tar gets

DRRP• A rap id, re sponsible , rob ust,

re lia ble an d cost e fficient se rvice• Second wave o f suppo rt cost

re duction

Prod uct Lifecycle Man agem entAssets an d distr ib utionalign ed/op timised to re duced rang e

G lobal Strategic v iew s of the Operations in

Zeneca and then S yngenta

H2 get M& S work ing w i th a

reduced operating cos t

Exist ingSCTmap

Som e si te work VP C, Purc has ing,

pack rational isation

Showing what we have is

s usta inable, setting up opps for trans ferring

5 Plus toNov artis

Bui ld p ic ture frominfo on m er ger

em anating fromal l s ources to getfee l o f how thenew c o is going

Com plete5 Plus

s usta inabi l ityprofile

Help dev elopglobal pur chas ing

m anager forSy ngenta

Transfer andm ainta in energy

from Hudders fie ld /Yald ing

Set up “team ” admins upport c ul ture wi th

build on sk i ll s -faci l i tation, qual i typresentations , web

technology etc.

Adm in s upportwork s hops

Agree capabi li tym aps for key

ro les/functions

Dev elop re levant“e” c apabi li ties

Dev elop w orldc las s purc hasing

behav iour s/c apabi l ities

Dev elopSy ngenta

purchas ingorganis ation

Es tablis h long-term suc ces s ion

developmentp lans

Sales: us e ofgeneric s

New pr oduc tdevelopment/

res ur rec tion (H udds- dy es his.....??)

Sec ure 2000financ ial

ex pec tations inm anufac tur ing

effic iency

Learn from ane-Proc urement

p i lo t

Sec ure 2000budget

deliv ery inPurc hasing

Com pletes pend m aps to

prepar e form erger

Celebrate 5Plus trans i tionto the future

Im prov ePurc hasingfunctional

ex cel lenc ewith in s upply

c hains

Cr eate c om m spack s for

Yald ing andHudders fie ld

Us e webs itesas good sourc eof in form ation/

lear nings/c omm s

Capture 5 P luspro jec t s tory

(“H or seblank et”

Celebrate theform ation of

the SyngentaM &S team

Enc our ages upply chain

effectiv enes sthrough

functionalex cel lenc e and

c ross -functionalteam w ork

Set up ac omm on

BS Capproac h

Continueglobal pus h

into N .Am erica

Cr eate newphys ica l 5Plus team

environm ent

Transferowners hip ofdocum ented

proces s es

“Tel l H erman”c omm ents and

iss ues forum

Launc h intothe fu ture

ev ent

Rec ord his tory tos ee progress ionand r ec ognis e

s ucc ess es(awareness )

Dev elop s pendintel l igenc e to del iv er

c ost s avings (quickwins )

Rev iew bothc ompanies c ur rent

c omm erc ia lagreem ents = w ay

forward

Del ivering 2001purchas ing c ost

s avings

Del iveringinnov ation

s olutions throughan e- Appr oac h

M &SSy ngentas trategy

work s hop 2


work s hop 1

Rol l -out 5p lus s toc k swork in toSy ngenta

Es tablis h newc ombined c rop

s olutions ass upply chains

Del ivering2002 c ost

s avings/Purc has ing -> 3 year

programm e

“Sy ngentaVis ion”

To hav e 5 Plusapproac h to be

s een as theSy ngenta wayof li fe “em bedbest prac tic e”

A bus ines swhic h is a

s ervic e to thefood c hain

Enablefinanc ial

deliv ery toc over c osts of

m ergerTo be

rec ognis edas the

em ploy er ofc hoic e

To be atrue

lear ningorganis ation wi th an

inspi rational leader(s )

To hav e aglobal

m atric isedteam bas ed

organis ation

M &S annuals trategy

work s hop

Im plem entweb-bas ed

s upply chains

Im plem entnew s ite

network byregion

Dev elopinnov ativ e

s olutions tous e of

c apac i ty

Com plete5 Plus


Hav e eventsduring the

y ear torec ognis e

ac hiev em entsand r ew ard

Em ploy ee HRiss ues:

• Rev iewpack ages

• Careerpathing

Benc hm ark inges t. bes tpractic e

Es tablis h H PTas S yngenta

“w ay ”Ex tend S C

approac hinto newportfol io

Ex tend S Capproac hinto newportfol io

Dev elopSN O for

Sy ngenta

IntegrateSy ngenta

Vis ion/s trategy wi th 5

Plus v is ion/s trategy

SC VisionWork shop

1

Share anddiss em inate 5Plus approachwith Nov artis /

m obi l isationteam

Standardis es ys tem s,

procedures andform ulation and

SH E

e-Com m ercepurchas ing and

s ell ing:c apac i ty/product

Dev elopingc orporate fi lters

Ev aluate 5Plus progres sand c elebrateac hiev em ents

Setting upSy ngenta

leaders hipteam as an

HP T - the “ro lem odel”

M onopolyim pac t re .

produc t ands ite

rational isation

Us e ofm arginalc osting:

im pac t o f ???/s ales

Benc hm arkZeneca, Nov artis

and S yngentaes pec ial ly wi th

other c om panies

Capturing anddevelopings ynerg ies-

es tabl ish benefi tstrac king

databas e

Hold M &S launc hev ents wi th eac h

team

Dec ide on thename of the

Sy ngenta c hangeprogramm e

Hudds A&D (inc l.brave new w or ld

ideas , ex???,v enture ??)

Cr eate Sy ngentaT-m ap w i th newteam m em bers

Ens ure benefitss ys tem s has a

business owner

Tak e s trategyand c reate “so

what”work s hops

• Identify the different task team approaches

• Identify the team building approach - HPT

• Create an ultimate goal- “what would good look like” for the team in behavioural terms

• Think about the financial benefits

• Identify the different task team approaches

• Identify the team building approach - HPT

• Create an ultimate goal- “what would good look like” for the team in behavioural terms

• Think about the financial benefits

• Review the current SNO process

• Develop the criteria by which assets will be viewed over the next decade

• Establish likely KPI targets

• Review the current SNO process

• Develop the criteria by which assets will be viewed over the next decade

• Establish likely KPI targets

• Review the previous ‘T’ Map • Agree with client what has

already been completed• Transfer over outstanding

tasks

• Review the previous ‘T’ Map • Agree with client what has

already been completed• Transfer over outstanding

tasks

• Agree ABR for 2000• Develop target vision

for Fixed Costs/VPC KPI and management approach

• Agree ABR for 2000• Develop target vision

for Fixed Costs/VPC KPI and management approach

• Develop pull for Knowledge base

• Gather ideas on knowledge documents

• Develop view on sustainability model

• Develop pull for Knowledge base

• Gather ideas on knowledge documents

• Develop view on sustainability model



8

We then reviewed the progress of each task against We then reviewed the progress of each task against achieving the Vision. . .achieving the Vision. . .

Each key task is transferred onto the Project Leadership Teams Plan-Do-Review chart. This PDR is reviewed monthly by the PLT and measured through KPI’s. The ‘T’ Map can then be marked up as to completeness of the task (% of completion or using the traffic light measure)



5PROJECTPlus




Integration


Assets


functional way















re duction


G lobal Strategic v iew s of the Operations in




Exist ingSCTmap


pack rational isation


s usta inable, setting up opps for trans ferring

5 Plus toNov artis

Bui ld p ic ture frominfo on m er ger

em anating fromal l s ources to getfee l o f how thenew c o is going

Com plete5 Plus


Help dev elopglobal pur chas ing


Transfer andm ainta in energy


Set up “team ” admins upport c ul ture wi th

build on sk i ll s -faci l i tation, qual i typresentations , web

technology etc.


Agree capabi li tym aps for key

ro les/functions

Dev elop re levant“e” c apabi li ties

Dev elop w orldc las s purc hasing

behav iour s/c apabi l ities

Dev elopSy ngenta

purchas ingorganis ation

Es tablis h long-term suc ces s ion

developmentp lans

Sales: us e ofgeneric s

New pr oduc tdevelopment/

res ur rec tion (H udds- dy es his.....??)



effic iency


p i lo t

Sec ure 2000budget

deliv ery inPurc hasing


prepar e form erger

Celebrate 5Plus trans i tionto the future


ex cel lenc ewith in s upply

c hains




lear nings/c omm s

Capture 5 P luspro jec t s tory

(“H or seblank et”



Enc our ages upply chain

effectiv enes sthrough

functionalex cel lenc e and


Set up ac omm on

BS Capproac h

Continueglobal pus h

into N .Am erica


environm ent

Transferowners hip ofdocum ented

proces s es

“Tel l H erman”c omm ents and

iss ues forum

Launc h intothe fu ture

ev ent

Rec ord his tory tos ee progress ionand r ec ognis e


Dev elop s pendintel l igenc e to del iv er

c ost s avings (quickwins )

Rev iew bothc ompanies c ur rent


forward


s avings


s olutions throughan e- Appr oac h


work s hop 2


work s hop 1

Rol l -out 5p lus s toc k swork in toSy ngenta

Es tablis h newc ombined c rop

s olutions ass upply chains



programm e




A bus ines swhic h is a

s ervic e to thefood c hain

Enablefinanc ial

deliv ery toc over c osts of

m ergerTo be

rec ognis edas the


To be atrue

lear ningorganis ation wi th an

inspi rational leader(s )

To hav e aglobal

m atric isedteam bas ed

organis ation

M &S annuals trategy

work s hop


s upply chains


network byregion

Dev elopinnov ativ e

s olutions tous e of

c apac i ty

Com plete5 Plus



y ear torec ognis e




• Careerpathing


Es tablis h H PTas S yngenta


approac hinto newportfol io

Ex tend S Capproac hinto newportfol io

Dev elopSN O for

Sy ngenta

IntegrateSy ngenta

Vis ion/s trategy wi th 5

Plus v is ion/s trategy

SC VisionWork shop

1

Share anddiss em inate 5Plus approachwith Nov artis /

m obi l isationteam


procedures andform ulation and

SH E


s ell ing:c apac i ty/product

Dev elopingc orporate fi lters

Ev aluate 5Plus progres sand c elebrateac hiev em ents

Setting upSy ngenta

leaders hipteam as an

HP T - the “ro lem odel”


produc t ands ite

rational isation

Us e ofm arginalc osting:



and S yngentaes pec ial ly wi th

other c om panies

Capturing anddevelopings ynerg ies-

es tabl ish benefi tstrac king

databas e


team

Dec ide on thename of the


Hudds A&D (inc l.brave new w or ld




business owner

Tak e s trategyand c reate “so

what”work s hops

e-Commerce purchasing and

selling: capacity/product

Developing corporate filters

75%



9

The completed T-map is comprehensive and could be The completed T-map is comprehensive and could be used effectively as a management toolused effectively as a management tool



5PROJECTPlus




Integration


Assets


functional way















re duction


G lobal Stra teg ic v iew s o f the Opera tions in




Exist ingSCTmap


pack ra tiona l isa tion


s usta inab le, se tting up opps for trans ferring

5 Plus toNov artis

Bui ld p ic ture fromin fo on m er ger

em anating fromal l s ources to ge tfee l o f how thenew c o is going

Com plete5 Plus

s usta inab i l itypro file

Help dev e lopg loba l pur chas ing


Transfer andm ain ta in energy


Set up “team ” admins upport c ul tu re wi th

build on sk i ll s -faci l i tation , qua l i typresenta tions , web

techno logy e tc.


Agree capab i li tym aps for key

ro les/functions

Dev e lop re levant“e ” c apab i li ti es

Dev e lop w orldc las s purc hasing

behav iour s/c apabi l iti es

Dev e lopSy ngenta

purchas ingorganis a tion

Es tabli s h long-te rm suc ces s ion

deve lopmentp lans

Sales: us e o fgeneric s

New pr oduc tdeve lopment/

res ur rec tion (H udds- dy es h is.....??)



effic iency


p i lo t

Sec ure 2000budget

deli v ery inPurc hasing


prepar e fo rm erger

Celebrate 5Plus trans i tionto the futu re


ex ce l lenc ewi th in s upply

c hains




lear nings/c omm s

Capture 5 P luspro jec t s to ry

(“H or seb lank et”



Enc our ages upp ly cha in

e ffectiv enes sthrough

functionalex ce l lenc e and


Set up ac omm on

BS Capproac h

Continueg loba l pus h

in to N .Am erica


envi ronm ent

Transferowners h ip o fdocum ented

proces s es

“Te l l H erman”c omm ents and

iss ues fo rum

Launc h intothe fu tu re

ev ent

Rec ord his to ry tos ee progress ionand r ec ognis e


Dev e lop s pendin tel l igenc e to de l iv er

c ost s avings (qu ickwins )

Rev iew bothc ompanies c ur ren t


forward


s avings


s olu tions throughan e- Appr oac h

M &SSy ngentas tra tegy

work s hop 2

M &SSy ngentas tra tegy

work s hop 1

Rol l -ou t 5p lus s toc k swork in toSy ngenta

Es tabli s h newc ombined c rop

s olu tions ass upp ly cha ins



programm e




A bus ines swhic h i s a

s ervic e to thefood c ha in

Enab lefinanc ial

deli v ery toc over c osts of

m ergerTo be

rec ogn is edas the


To be atrue

lear ningorganis a tion wi th an

insp i ra tional leader(s )

To hav e ag loba l

m atric i sedteam bas ed

organis a tion

M &S annuals tra tegy

work s hop


s upp ly cha ins


network byreg ion

Dev e lopinnov ativ e

s olu tions tous e o f

c apac i ty

Com plete5 Plus

s usta inab i l itypro file


y ear torec ogn is e




• Careerpathing


Es tabli s h H PTas S yngenta


approac hin to newportfol io

Ex tend S Capproac hin to newportfol io

Dev e lopSN O for

Sy ngenta

In tegra teSy ngenta

Vis ion/s tra tegy wi th 5

Plus v is ion /s tra tegy

SC VisionWork shop

1

Share andd iss em inate 5Plus approachwi th Nov artis /

m obi l isationteam


procedures andform ula tion and

SH E


s ell ing:c apac i ty/p roduct

Dev e lopingc orpora te fi lters

Ev a lua te 5Plus progres sand c e lebrateac hiev em ents

Setting upSy ngenta

leaders h ipteam as an

HP T - the “ro lem ode l”


p roduc t ands ite

ra tiona l isa tion

Us e ofm arg inalc osting :



and S yngentaes pec ial l y wi th

o ther c om panies

Capturing anddeve lopings ynerg ies-

es tab l i sh benefi tstrac king

databas e


team

Dec ide on thename o f the


Hudds A&D (inc l.b rave new w or ld




business owner

Tak e s tra tegyand c rea te “so

what”work s hops

The ‘T’ Map is part of a number of Tools used

in the start up of a project. Project leads should also considerProject logic charts,

RACI’s, Charters etc. and use the results in a Project Design

Workshop

The Map was developed by a Project Leadership Teamwhich is a good way of aligning the leadership.

The Map was developed by a Project Leadership Teamwhich is a good way of aligning the leadership.



10

Please contact Nigel Roberts, Brian Turner or Kevin Williams.Please contact Nigel Roberts, Brian Turner or Kevin Williams.

For further information . . .For further information . . .



11

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