By: Alejandro Bruzzo

Transformation in organizations consists of adaptation of its value proposition and commercial-operating model, both derived from the impacts of global trends, digital technologies, and the reconsiderations that seek to respond to the needs and expectations of increasingly demanding customers. This ability to adapt is basic and essential to achieve sustainable success.

The key to facing these transformations is the creation of a Transformation Office dedicated, responsible for driving complex and disruptive change initiatives that have a profound impact on both the operational structures and strategy of the organization.

The differential of the transformation today is the T ("t" in capital letter) which means a change of large proportions - with great emphasis on the centricity of customers and people - accelerated and enhanced by the digital enablement of technology. Thus, transformation requires great efforts in adoption and change management, coordination of complex stakeholders and, most importantly, committed people to ensure that they have the appropriate skills.

The Transformation Office With a broader view than the traditional PMO -Project Management Office-, it integrates all the dimensions and capabilities necessary to manage and govern complex transformation processes.

So, what are the key processes in a TMO – Transformation Management Office? Regardless of whether it is a business model transformation, an IT transformation or any other type of transformation, TMO basically performs three core processes:

1. Alignment with the Strategic Vision
   Anchored to the longer-term strategic vision, medium-term transformation efforts must be well designed, managed and subject to effective governance models. Aspects such as Transformation Architecture, Coordination of the Transformation Plan and Risk Management during the transformation are considered.
   
2. Reimagined Processes
   For the Transformation Office, process management must be considered through transformation. It is important to evaluate the trends and technology that hinder and drive transformation, as well as identify processes that need to be changed. And define the redesign processes that support the transformation.
   
3. Change Adoption and Stakeholder Management
   A transformation initiative will always be an important adoption and change management program that will affect multiple stakeholders. Areas such as Adoption and Change Management, Stakeholder Management, Capacity Building and Management of Influencers or Change Managers are keys to success.

Transformation is about change. It is a program of change. Transforming structures, processes and introducing new technologies can be extremely disconcerting for an organization and its employees. Careful and sensitive management of this change is paramount to success and is something that the TMO must always keep in mind, especially when focusing on the more technical aspects of the transformation..