Leading Transformation

Wednesday, September 19, 2018 - 13:00 to Friday, September 21, 2018 - 16:30
1001 19th St N #1200, Arlington, VA 22209

Under license from Hammer & Company

A three-day Hammer Certification class on process governance and enterprise transformation including the PEMM™ framework described in the Harvard Business Review article "The Process Audit". The course covers PEMM™ principles, methods, and skills used for introducing process thinking into functional organizations and sustaining performance once improvement projects have been completed.

Participants will learn to:

  • Assess organizational readiness for business transformation
  • Engage senior executives as sponsors and champions
  • Link process improvement to enterprise strategy and goals
  • Make the case for transformation and spread the word
  • Plan, organize, and manage transformation initiatives
  • Develop process councils and transformation steering groups
  • Foster expertise and culture supportive of transformation
  • Build transformation capabilities and centers of excellence


2018 Dates: September 19-21
Schedule: 1:00 pm Day One to 4:30 pm Day Three
Location: 1001 19th St North #1200, Arlington VA 22209


Individual: $3250
Government: 10% discount
Onsite: 40% discount, 15 person minimum



To register, follow the link below:

September 19-21
[Mailing address: FCB Partners, PO Box 380005, Cambridge MA 02138]

For information call 617 245 0265 or email info@fcbpartners.com


The Challenge of the Process Transformation

The multi-dimensional impacts of large-scale organizational change ⋅ The five enablers of process as a foundation for change ⋅ Required maturity levels for effective process implementation ⋅ Case studies of company experiences with process transformation.

Is Your Organization Ready for Transformation?

Assessing enterprise capacity for the process transition ⋅ Evaluating the enterprise in terms of four key capabilities ⋅ Establishing needed capability levels ⋅ Recognizing and remedying gaps.

Developing Leadership for the Process Transformation

The nature of leadership required for the process transition ⋅ Case studies of effective and ineffective leaders ⋅ The role of the catalyst in developing leaders ⋅ How to approach and engage leaders as advocates, sponsors, and supporters ⋅ Taking on a leadership role.


Building Expertise and Shaping the Culture

Recruiting staff and building skills for transformation ⋅ Developing values favoring customers, teamwork, responsibility, and change ⋅ Building communities of practice among forward-leaning associates across the organization ⋅ Key intervention mechanisms ⋅ Common pitfalls to avoid ⋅ Creating, staffing, and leading a center of excellence.

Governance for the Transition

Developing and using an Enterprise Process Model to target opportunities and scope end-to-end projects ⋅ The roles of the Process Council or enterprise steering group and the keys to their success ⋅ How to establish accountability through process ownership and a performance dashboard.

The Shape of the Transition

Navigation skills for the transformation journey ⋅ The dimensions of results, enablers, and scope ⋅ Critical factors for a successful transition ⋅ Accelerating enterprise maturity, one driver at a time ⋅ Questions of timing and the coordination of multiple initiatives ⋅ Transformation and IT ⋅ The importance of early benefit realization.


Planning the Transition

The nature and structure of a transition plan ⋅ Balancing an inspiring vision for the long term with a realistic expectation for the short term ⋅ Developing and maintaining the plan. Achieving tipping points and institutionalization ⋅ Common errors and how to avoid them.

Building Enterprise Commitment

Extending process comprehension and engagement across the organization ⋅ Effective techniques for communication and mobilization ⋅ Maintaining commitment for the duration of the transition ⋅ Participants will create a Business Case for Change and plan how to use it to achieve their goals.

Succeeding at Business Transformation

Building momentum through small wins ⋅ Anticipating and overcoming the inevitable difficulties of the process ⋅ How to maintain focus, sustain energy and survive changes in leadership ⋅ Creating a compelling narrative on the inevitability of change.

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