Objective

• Building business orientation without undermining core IT strengths
• Building alignment with the new Transformation Leadership team
• Maintain engagement of all stakeholders throughout the assignment
• Governance with respect to the assignment

Design

• Half day process to agree success criteria., defining overall capability clusters which needed to be addressed & commitment on leadership hours required
• Design broken into 70-20-10 learning model, with built in participant selection mechanism
• 3 blocks of five day workshops co-created and jointly delivered with client team, delivered over 6 months time period
• ALPs (Action Learning Projects) identified, linked to business objectives and mentors from the client team

Impact

• 100% ALP completion with 60% converted into larger projects
• Average conversion of 25% as secondment to transformation projects from every batch
• Positive and high scores on impact surveys and focus groups by participants and Managers
• Acknowledgement by the Global Leader about successful impact of the assignment
• Program became mandated development intervention for High potential CXO-1&2

Critical Success Factor- Aligning all the leaders that the solution is aimed to enable IT leaders to link IT solutions to business variables and not creating a pool of business transformation consultants