采用价值驱动的转型方法

CONTENTSExecutive summary1. Market observations of large-scale transformationsWhy transformations matterThe odds of successImpact of failure2. Reimagining transformation deliveryThe path to valueBusiness outcomes and measures of successLearnings from the industry3. How to get startedA plan for growthHolistic view of capabilitiesCapability delivery linked to valueEmbed and execute change from day oneLooking ahead 3510101415171719202224 568 © Oliver WymanEXECUTIVE SUMMARYAustralia’s financial sector is undergoing profound changes, driven by the ever-growingneed for innovation, cost efficiency, and resilience. Today, business leaders not only navigatechange, but must also architect it to meet a diverse range of stakeholder expectations.Customers and partners demand seamless interactions, investors seek higher returns,and regulators require compliance and assurance. This puts pressure on organizations toconstantly evolve and reinvent, often through large business, technology, and risk-focusedtransformationprograms.In publishing this report,Oliver Wymansurveyed more than 30 senior business,technology,and transformation executives across Australia’s ASX-200 financial sector on theirinvolvementand experiences with transformation programs. The companies profiled have a combinedmarket capitalization today of about AU$650 billion, with nearly AU$20 billion of incrementalvalue potential anchored to transformations. While there is great opportunity, an expectedAU$5 billion of the value uplift will be lost during delivery, and the knock-on potential lossin market capitalization from transformation failure is even more significant. Successfullydelivering these transformations is challenging. The effort required to deliver againstmultiple competing stakeholder interests introduces complexities that invariably requirecompromises, and these are too often at the expense of businessoutcomes.In this paper, we explore how and why transformations fail, and what organizations needto do to transition to a “value-driven” approach. We investigatewhy transformations arecritical to organization renewal. Companies must continuously embrace large changeprograms and execute them successfully to remain relevant and outcompete theirpeers.We also investigate whyorganizations on transformation journeys face challengingodds. More often than not, programs fail to deliver the full anticipated business benefits,and over 40% of unsuccessful transformations have severe financial, operational, andreputationalrepercussions.Furthermore, we take a look at why organizations need a value-driven approach totransformation. This calls for the business to be the primary owner of transformationprograms, allowing central oversight over economic value, greater programagility,and continuous feedback loops to optimizedelivery. © Oliver WymanFinally, we investigate whyembedding value-based transformation tools better capturesvalue. To maximize their chances of success, organizations need new artefacts to help alignbusiness objectives and targets, provide clarity on capability delivery dependencies, andestablish a traceable path towards incremental valuerealization.Our paper expands on the concepts mentioned above in three sections. Section 1 examinesthe outcomes of large-scale transformations in the financial services sector and the factorscontributing to their failure. Section 2 provides our perspective on the anatomy of value-driven transformations and highlights the key benefits and impacts of this model comparedto more traditional approaches. Finally, Section 3 outlines the necessary steps and actionsrequired to implement this modeleffectively.While there is great opportunity,an expected AU$5 billion of the valueuplift will be lost during delivery, andthe knock-on potential loss in marketcapitalization from transformationfailure is even moresignificant. © Oliver Wyman1. MARKET OBSERVATIONS OFLARGE-SCALE TRANSFORMATIONSWHY TRANSFORMATIONS MATTERFinancial services organizations are facing an accelerating need to adapt and innovate inorder to remain competitive. Transformations are key in this pursuit, acting as catalysts forongoing organizational evolution. These programs do not just introduce new technologycapabilities or improve processes, they provide opportunities to reshape an organization’sgrowth path, operational methods, and capacity to deliver value to allstakeholders.Organizations typically experience four types of transformation moments.Performance-basedones involve implementing strategic initiatives to improve productivity and financialoutcomes,often through pursuing organic growth opportunities or simplification, and operationalexcellence.Stakeholder-dictatedtransformation is driven by external bodies, such asgovernments or regulators, who have the ability to mandate and force change.Deal-drivenones are triggered by structural organizational change as a result of a corporate transaction,such as a merger, acquisition, or carve-out. They involve