Leading Transformation

October 30, 2017 - 8:30am - November 1, 2017 - 3:00pm
One Boston Place, 26th Floor, Boston MA

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


Location: One Boston Place, 26th Floor, Boston MA
Check-in: 8:30 am on Day 1
Course Hours: 8:30 am to 4:30 pm (3:00 pm on Day 3)
Lodging: Rooms are available at nearby hotels
   Omni Parker House, Hilton Downtown, Langham (5 min walk)
   Yotel, Park Plaza, Bricco, Harborside, Holiday Inn Express (5 min cab)

Also offered at your location for teams of 6 or more. Call us at 617.245.0265 or email info@fcbpartners.com


$3250 includes:

  • Downloadable, electronic course materials
  • Breakfast, lunch and snacks

Travel and hotel accommodations are not included



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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