{ "docId": "019dd923-5ca1-7489-b634-df215e4f0bc1", "docSlug": "b89c4b2a8f5b0c45", "documentTitle": "Transformation Ebook", "authorId": "BCG", "authorName": "BCG", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "landscape", "aspectRatio": 2.5, "pageNumber": 45, "pageCount": 167, "prevPage": 44, "nextPage": 46, "slideType": "initiative_list", "function": "present_solution", "density": "dense", "nDataPoints": 0, "notes": "The slide appears to be a page from a book or report, indicated by the footer 'WINNING IN THE MEDIUM TERM' and page number '37'.", "elementsJson": [ "bullet_list", "paragraph" ], "metadataConfidence": 0.9, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b634-df215e4f0bc1/45", "deckHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1", "deckJsonHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1#slide-45", "components": [ { "bbox": { "h": 0.35, "w": 0.7, "x": 0.15, "y": 0.08 }, "kind": "list", "text": "Crystallize. Develop a plan for how to move forward, along with a potential portfolio of digital initiatives that the company can quickly pursue.\nAccelerate. Avoid the trap of excessive deliberation by selecting a few digital initiatives, launching them, and adapting them as experience indicates.\nScale up and transform. Riding the tailwind of the first few successes, look broadly at opportunities and take the actions necessary to scale them, even while expanding the transformation of the organization, placing a heavy emphasis on building digital capabilities and a digital culture.", "attrs": null, "subkind": "bullet", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "d0812a5f-a41b-4294-b358-fc8e72e3d58e", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.05, "w": 0.7, "x": 0.15, "y": 0.87 }, "kind": "paragraph", "text": "But in some cases that’s not enough. Instead, companies must fundamentally reimagine core processes and rewire their approach to deliver-", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "57608ac3-6d5d-4443-9c46-135847a24e1a", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.2, "w": 0.7, "x": 0.15, "y": 0.47 }, "kind": "paragraph", "text": "To create a target operating model aligned with the goals of the transformation, a company must first make an honest analysis of its current operations. The process starts with assessments and benchmarking but also relies on a deep understanding of the complex interactions across the business and value streams, acquired through an evaluation of the organization, infrastructure, operations, and performance and steering. (See Exhibit 1.) By evaluating these four areas, companies will almost certainly uncover several core processes that they need to eliminate, replace, or improve.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "bc9254f2-7430-4c9b-9bc6-9081217aebd6", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.18, "w": 0.7, "x": 0.15, "y": 0.68 }, "kind": "paragraph", "text": "One way to evaluate current operations is to utilize a lean approach. This approach has traditionally been used in manufacturing facilities and supply chains but is increasingly being applied to service industries and white-collar environments as well. An end-to-end lean approach starts with the value proposition, looks at it from the customer’s perspective (rather than an internal viewpoint), and breaks down processes into discrete steps. (For a case study, see the sidebar “A Leading Bank Uses a Lean Approach to Transform Its Target Operating Model.”)", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "e52f4fd2-5924-4881-96e7-968270e16c7d", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.03, "w": 0.45, "x": 0.15, "y": 0.43 }, "kind": "title", "text": "Revising the Target Operating Model", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "86120ff1-b7bf-43f6-bb47-650f0d7b958e", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [], "frameworks": [ { "name": "Lean Management", "slug": null, "matchId": "5efc51e8-0709-4a14-8533-7aff856fa0e4", "evidence": "Mentions 'utilize a lean approach' and 'end-to-end lean approach'", "confidence": 0.9 } ], "arcBeats": [ { "to": 67, "from": 23, "beatId": "019dd95a-0702-74a3-87e2-a351b5a5af36", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Solution & Approach", "beatSlug": "consultants-gambit-solution-approach", "evidence": "Part I introduces holistic 3-pillar framework chapter by chapter.", "position": 3, "confidence": 85, "parentBeatName": "Turn", "parentBeatSlug": "turn" }, { "to": 67, "from": 9, "beatId": "019dd95a-0702-74a3-87e2-ad6495641025", "arcName": "The Triple Take", "arcSlug": "triple-take", "beatName": "The Facts (What)", "beatSlug": "triple-take-the-facts-what", "evidence": "Context and 3-pillar framework definition.", "position": 1, "confidence": 65, "parentBeatName": "Setup", "parentBeatSlug": "setup" } ], "loops": [ { "to": 48, "from": 35, "name": "Pivot", "slug": "17-pivot", "bestFor": "Project updates, board meetings, agile retrospectives", "matchId": "019dd95a-088c-724c-b30e-c94811737e90", "evidence": "Chapter rethinks model, repositions portfolio, retools GTM, revises operating model with insurer/health/bank cases.", "position": 5, "objective": "Reframe core: rethink business model, portfolio, GTM, target op model", "structure": "The Original Hypothesis -> The New Discovery -> The Strategic Shift", "confidence": 70, "description": "Validate a change in direction by showing it is a reaction to new intelligence, not failure" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }