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  "documentTitle": "Monitor Deloitte’s 2022 Chief Transformation Officer Study — Designing Successful Transformations",
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      "text": "In general, based on our experience designing transformation programs for global clients, \"big thinkers\" who are also \"storytellers\" are most likely to succeed in the role of a CTrO.",
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      "text": "Strategist (big-picture architect)\nOperator (skilled general manager)\nTechnologist (platform and tech architecture impacts)\nController (financial custodian)\nChange Champion (people-oriented, storyteller)",
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      "text": "Time allocation: 31%",
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      "text": "As displayed in figure 6, respondents spend most of their time in the Strategist persona (31%), followed by Change Champion (23%). However, these time allocations are not static—CTrOs step into and toggle between these roles. While the bias for one role over another may change periodically, leaders often take on each role at some point during the transformation. Ironically, when asked to provide \"ideal\" time allocations, CTrOs indicated a desire to spend even more time in the Strategist and Change Champion roles. In general, based on our experience designing transformation programs for global clients, \"big thinkers\" who are also \"storytellers\" are most likely to succeed in the role of a CTrO.",
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      "text": "The bold, aspirational nature of transformation requires big-picture thinking, while the operational nature of execution requires detail and structure. Therefore, the Chief Transformation Officer/Transformation Executive must play multiple roles, including:",
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      "text": "Figure 6. Time allocation of chief transformation officers/transformation executives (average % of time spent in each role)",
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      "text": "Who leads the transformation?",
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