2020-03-05Transformation Success Predictor What is the chance for a successful transformation? Find out by assessing 24 key factors, which takes about 6 minutes. Despite of applying a simple method (checklist) to a rather complex topic (transformation), this tool will still provide you with useful insights: what is working well and what is missing (fit-gap), and the resulting success rate (0-100%). Rule of thumb: for a transformation to succeed, you should get all 24 key factors in place over the first 24 months of the program, at least one factor per month. Let's assess the current state now. Enter the name of the transformation program in "Scope". Scope (?)Email Company (?) Select CompanyAalbertsAbatekABBAberdeen DynamicsAcquire BPOActiaACTIAAftonAirtechAkzo NobelAlightAllied MineralAlloyDieAltra MotionAnacuraAP IntegoAppleAptivArrowquipArtesanAudiAutolivAxium PlasticsÅlöBalfour BeattyBarclaysBHPBiotualetaiBisonBOLDataBolloréBolzoni AuramoBooster-PrecisionBridgestoneBroseCasellaCEE Equity PartnersCEITCentury MoldChild Health BCChromalloyChurch & DwightCityservice EUCMS EnergyCoesiaCompany F, Plan OCompany F, Plan OConagraConcentrixConsiliumCortevaCSL BehringCSPDaimlerDassault SystèmesDatanomistDavis Wright TremaineDEX ImagingDosterDura-BarDuratexDvs EatonECA MedicalElcoldElectromedEltekEmami PaperEn RouteEntekEnterpriseEssexwireESTFE fundinfoFibrebondFicohsaFischer & PartnerFlextronicsFormulatrixFrankeGalvionGarretsGivaudanGlobalFoundriesGrammerGrandeGrupo ChufaniHarbour GroupHeinekenHeraeusHexpolHonda HAMIdeal StandardIndutradeInErgeo - Projects INSEECInsituIntegraInternational PaperIntevaItamarandibaITDITESMJabilJedunnK&L MicrowaveKaeferKECMKleemannKlosterfrauKume ManagementKvitebjørn VarmeL&T ConstructionLabelsLandis+GyrLeanmap LeoniLG lugar de genteLouisenthalLVSMacTacMANmarcosMarga CiptaMasoniteMedisMediStickMercedes BenzMerckMercury SystemsMeritorMirai Inter-TechMitsubishi ElectricMitsuiMolexMSCMSDMTCMundyMüller GruppeNational GridNavicoNedstackNEFNespressoNet at WorkNorgeshusNoricanNorma GroupNorsk GjenvinningNorthStar Battery NovolexNovolexODC GroupON SemiconductorOscar MayerOtherParqueindPennState UniversityPerfection BakeriesPersonalPET-EgyptPoly Tech IndustriesQuatar PetroleumRefrescoRegal BeloitReplyResults EngineeringRicohRieke PackagingRight at HomeRowlinson PackagingS&P GlobalSA AutomotiveSA-GroupSAASageSai-LeeSaint GobainSanaroSandvikSanta CasaSanta FarmaSantamScanfil SchottScuola Nazionale Trasporti e LogisticaSerproSheridanShureSITASKILSkySliphopSoftnetaSonocoSonora QuestSpirax SarcoSpreetailStanley Black & DeckerStefaniniSummit PlatingSupremiaSwedish Armed ForcesTata SteelTechneticsTechtronicTeijinTeoremaTeradataTestOilTeva PharmaThailand Productivity InstituteTINETotalToyo SeatToyota Tsusho AfricaTresuTrioplanexTrioplastU.S. BankUAB MingridasUFlexUnipresUSBLMUSDAUT-HealthVanderlandeVaudVDL IndustriesViant MedicalViking Power LimitedVinFastVitecVolvoW&HWabtecWagner KabloWellstarWest Michigan MoldingWest TekWestinghouse ElectricWheelabratorWiebecke Consulting AGWitturWolfberryWristZalando Add New Country Select CountryAfghanistanAlbaniaAlgeriaAndorraAngolaAntigua and BarbudaArgentinaArmeniaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBhutanBoliviaBosnia and HerzegovinaBotswanaBrazilBruneiBulgariaBurkina FasoBurundiCabo VerdeCambodiaCameroonCanadaCentral African RepublicChadChileChinaColombiaComorosCongo RDCCosta RicaCôte d’IvoireCroatiaCubaCyprusCzech RepublicDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEswatiniEthiopiaFijiFinlandFranceGabonGambiaGeorgiaGermanyGhanaGreeceGrenadaGuatemalaGuineaGuinea-BissauGuyanaHaitiHondurasHungaryIcelandIndiaIndonesiaIranIraqIrelandIsraelItalyJamaicaJapanJordanKazakhstanKenyaKiribatiKorea, NorthKorea, SouthKosovoKuwaitKyrgyzstanLaosLatviaLebanonLesothoLiberiaLibyaLiechtensteinLithuaniaLuxembourgMadagascarMalawiMalaysiaMaldivesMaliMaltaMarshall IslandsMauritaniaMauritiusMexicoMicronesiaMoldovaMonacoMongoliaMontenegroMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNew ZealandNicaraguaNigerNigeriaNorth MacedoniaNorwayOmanPakistanPalauPanamaPapua New GuineaParaguayPeruPhilippinesPolandPortugalQatarRomaniaRussiaRwandaSaint Kitts and NevisSaint LuciaSaint Vincent and GrenadinesSamoaSan MarinoSao Tome & PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSpainSri LankaSudanSudanSurinameSwedenSwitzerlandSyriaTaiwanTajikistanTanzaniaThailandTimorTogoTongaTrinidad and TobagoTunisiaTurkeyTurkmenistanTuvaluUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUruguayUzbekistanVanuatuVatican CityVenezuelaVietnamYemenZambiaZimbabwe Industry Select IndustryA01 Agriculture, FarmingA02 Forestry, FishingA03 Mining, QuarryingA04 Petroleum, Crude OilA05 Paper, PulpA06 Basic MetalsD01 Food, Beverages, TobaccoD02 Textiles, Apparel, LeatherD03 Wood, Wood ProductsD04 Publishing, Printing, MediaD05 Petroleum Products, Nuclear FuelD06 Chemicals, Chemical ProductsD07 Rubber, Plastic ProductsD08 Non-Metallic Mineral ProductsD09 Fabricated Metal ProductsD10 Machinery, Equipment, AppliancesD11 Electronics, SemiconductorsD12 Medical, Precision, OpticalD13 Automotive, Transport EquipmentD14 Furniture, Jewelry, Toys, OtherD15 Recycling, Waste ProcessingS01 Electricity, Gas, Water, HeatS02 ConstructionS03 Wholesale, Retail TradeS04 Hotels, RestaurantsS05 Transport, Storage, CommunicationsS06 Finance, InsuranceS07 Business ServiceS08 Public Administration, DefenseS09 EducationS10 Health, Social ServicesS11 Community, Personal Service Priority-A 1. Senior managers communicate at least monthly the transformation’s progress across the organization 2. People understand how their work relates to the transformation; firm roadmaps are in place for all teams 3. Leaders not only set goals, but also consistently role-model the behavior they expect from their employees 4. The organization involves everyone, requiring people updating daily routines to support the transformationInfoPriority-B 5. Senior managers communicate clearly what they expect from each individual, leaving no room for doubts 6. People really care about their work by identifying issues before they reach the customer or next process 7. Best practices are systematically translated into new standards and broadly shared, at least one per month 8. The organization develops its people so they can meet expectations; on-spot coaching is a common practice 9. Managers spend most time leading the transformation and developing their people; other tasks are secondary 10. Program leaders are held fully accountable for their transformation contributions, speed, and program impact 11. Leaders use a consistent change story and presentation deck to align everyone around transformation goals 12. Roles and responsibilities in the transformation are clearly defined and well aligned; RACI matrix is firmInfoPriority-C 13. Over 80% people are fully engaged and “on board” to meet their individual transformation goals 14. Sufficient personnel are allocated to support the transformation; project charters are properly resourced 15. Performance reviews include expectations for new behaviors; individual feedback is given at least quarterly 16. Key roles are only held by people who fully support the transformation; no pessimists in steering roles 17. Transformation goals were cascaded down and adapted for each team and individual, goals are fully SMART 18. Initiatives are actively led by line managers; progress is tracked daily and all gaps are formally addressed 19. The organization freed up high-potential individuals to lead the transformation, not just those available 20. A systematic training program is in place, enabling people to meet goals; skill scores updated monthly 21. Teams start each day with a formal meeting to review the previous day’s results and current day’s work 22. A diagnostic tool is used to quantify goals and gaps for the transformation’s long-term sustainability 23. Initiative leaders receive change management and leadership training, while actively applying their skills 24. A dedicated team coordinates the transformation centrally, project management office (PMO) is in placeInfoWhat should be improved? List specific actions, separated by comma. Click "Done" to calculate the result. Questions must be answered in one session. If you lose Internet connection or need a break, do not close your browser; just resume when you are ready.Please wait while we process your inputs and calculate the result.