Modus ETP provides a hub that acts as a focal point for transformation delivery and ongoing optimization and change. A portal to the collective knowledge and change resources that will enable an organization to build and sustain its transformation ecosystem and competence over time - we call it 'Transformation as Usual - TAU'.
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By following this structured approach, organizations move beyond one-time transformations and embrace a living, continuously evolving system. The Manage, Organize, Discover, Unite, and Share flow ensures that transformation is systematically planned, effectively executed, widely adopted, and continuously improved.
To unlock the connected vision of Enterprise Transformation we have developed the Enterprise Transformation Workbench Framework for centralising, controlling and embedding 'Transformation As Usual' throughout organisations.
In any Business sector we must respond to the need for ongoing change (call it transformation as usual – TAU), and therefore the organisation needs to be ‘change capable’ and ‘change oriented’. This requires quick, easy access to every facet of models, processes, training, documentation, and ways of working that we have created in your original transformation. In other words, a knowledge centre or hub responsive to the need for sustained change. This is a living, breathing foundational ecosystem designed to flex and change with need as the business and operating models respond to the ever-present forces of external disruption. It has the capablity to embed the multidimensional perspectives as below
Any seasoned Transformation professional is likely to agree (at least in private) that transformation is something of a super-human task because of its inherent complexity. Understandably, many resort to program and project management solutions (PPM) to try to establish and hold all the threads together, including activities, time, cost and risk. But this still does not link and manage the customer, product, market, financial, systems and organisational interdependencies in one multi-faceted masterpiece. It does not visualise, link and express these in value chains and operating models so that the resultant agenda for change defines every input, output and cause-and-effect logic.
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