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  "documentTitle": "Monitor Deloitte’s 2022 Chief Transformation Officer Study — Designing Successful Transformations",
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      "text": "Establishing networks and systemizing trust\n\nA CTrO of a leading financial services company spoke about his first steps in the role after he was appointed the Chief Transformation Officer. \"The key for me was first being clear on our program goals and then very quickly bringing everyone aboard the ship.\" Within days of announcing the transformation, this CTrO convened senior leadership from around the globe. He knew it would be critical to assemble designates and deputies who serve as the \"eyes and ears\" across various functions and workstreams. The designates brought the long-established respect and organizational influence that the CTrO would need to succeed. \"Since I didn't have all the internal visibility or personal connections yet, I had to nominate my change champions. One of the first things I did was interview dozens of leaders and their reports to hand-select those who could help play various roles on my behalf and quickly earn the trust of the broader workforce.\"",
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      "text": "Home, What is transformation?, What are companies transforming?, Why do companies transform?, When do companies transform?, Which factors predict success?, Who leads the transformation?, How do companies structure their transformations?, Conclusion, Authors and acknowledgments",
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      "text": "Sometimes, we find CTrOs taking on a sixth persona—the Politician—where time is consumed managing executives who are unwilling to change, breaking ties with other executives, and building presentations and content for an over-scheduled set of meetings. In our experience, taking on the Politician persona is an early indicator of transformation stagnation - often as a result of under-investment in change management and communications - and must be addressed quickly and decisively.",
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