Serge Y. , VP Strategy &
Business Development at
1. Build a strong transformation business case
From the beginning, involve the Controlling department (whether it’s for estimating the business case or potentially modifying governance rules – for example, transitioning from project-based decisions to a program-based approach).
Identify a small number of operational indicators that can be immediately translated into financial impact (e.g., Churn/Fidelity, Acquisition, Cross-selling of services) and compare them with MarComm expenses to gain clarity on the impacts.
Avoid getting too granular in the analysis of product and feature value to prevent (learnings from past experiences) becoming overly detailed.
2. Secure sponsorship
Think in terms of sponsors/blockers, not just sponsors.
Have a primary sponsor – not the CIO – as close as possible to the CEO (DGA: Deputy General Manager). They should be fully committed (meaning sufficiently available, especially during the launch phase – RD: multiple touchpoints per week during the launch phase, one touchpoint per week for several months). Identify personal levers that strengthen sponsorship.
CIO: Red flag (so be prepared to compromise if necessary…)
Business units: Find points of support within the organization to overcome the blockers.
Engage in extensive one-on-one communication, avoiding presenting pre-packaged solutions, particularly in terms of organizational changes (be willing to listen to pain points).
Ensure that the primary sponsor delivers the key messages