 Hello, everyone. Welcome to this webinar on the finding of our latest research on the chief transmission officer. Why transmission leaders matters, what they should do, and what they need to succeed. This research is the result of a great collaboration between Project Management Institute, PMI and Accenture. I'm Tairu Asan, the director of Brightline at PMI. And to present the finding of this research, I'm joined by Ana Bakus, senior manager of business agility at Accenture and Jeff Wellness, principal director of Accenture Research. Ana will help us set the stage and then bring in Jeff and myself. Ana, whenever you're ready, the floor is yours. Yes. Thank you very much, Tairu, and welcome all. It's great to see many of you being interested in this topic. And I want to first start by introducing the research. A few years back, when we spoke of transformations, usually we would think about digital transformation or a large program implementing a system that would show some reduction in costs and streamline operations. Recently, confluence of a number of factors, such as more advances in technology, geopolitical factors, new management paradigms, led to the growth of enterprise-wide endeavors that are strategic, far-reaching, and seeking to implement profound organizational changes. These are different types of initiatives that led us to question whether the enterprise transformations are actually just large complex programs or they are kind of a different phenomena. We wondered what makes them successful, what does it take to run them, and that prompted this team to join forces and run the research to come up with some answers to these interesting questions. So what we did, how we set up this research, we started by talking to people that have depths of experience and expertise in this field and conducted in-depth conversations with 10 of them. What we learned informed how we designed the survey, which we then deployed globally to a number of companies and transformation leaders. We invited those that run enterprise transformations for most of their work and for large companies and have done that for some time. So the criteria for participation was rather high and we were very happy to receive 363 respondents that contributed to this research. Now, building upon that, we just for today and for the reports that you will have after this webinar, I wanted to clarify the terms we are using. Chief transformation officer signifies a executive who is accountable for the transformation. What was interesting in our survey respondents is that we've learned the two-thirds of them were 100% dedicated to the transformation work, but only 15% of them had a title of a chief transformation officer. It begs the question whether or not this having this title disappointed a role matter for their success. When we speak of enterprise transformation, we refer to a large enterprise-wide endeavor that is long-ranging, seeking profound change. It runs multiple concurrent initiatives and crosses a number of different divides, organizational units, geographical borders, and even business models. And lastly, we also inquired about the transformation office as a unit, organizational unit that supports that is dedicated to supporting transformation efforts. Sometimes these units have different names for the purpose of today's discussion, we all refer to them as transformation offices. What we found is asking a question about how successful the transformations are or how many of them meet all the success criteria set of the outset. We found that 70% of transformations do not meet that success criteria. This does align with other industry research and it's very positive to hear that this group has more evenly distributed results. What did surprise us that given how rare the role of a CTO is amongst the respondents that 95% of the respondents, regardless of their role, believe that having an appointed chief transformation officer actually is critical for transformation success. Now we did ask some further questions about that and Jeff will now take us through some details behind these findings. Right, thanks Anna. Change is constant in today's world, that's the understatement of the year, but it also underpins the need for CTOs and the nature of this new leadership role. Why are companies engaging in complicated, expensive and often somewhat messy enterprise transformations? For some, the leading factor might be the way their industry is changing because of the looming climate energy crisis and industrial companies in Germany coming this winter come to mind. For others, it might be digital disruption, demographic shifts, economic shifts, labor shortages, picture poisons. If you look at the shifts in terms of in the coming years, I think we can see the current environment weighing in on the minds of the CTOs with political and economic challenges now front and center. And a common theme both now and in the future remains technology and the pace of change today with things like digital twins, emerging technologies, such as quantum computing coming online in the next few years, it's no longer the world of an ERP upgrade every five years. And of course, every industry and companies different and we pulled on 12 different drivers to capture the spectrum of challenges facing companies and check out the report to see the anticipated shift of these imperatives. But I think to sum things up this role calls for an individual who's comfortable with the implications of swiftly changing motivations. Let's move on to look at the goals of transformation in the next slide. We can see there's a lot of moving pieces in terms of outcomes and success criteria. First, let's focus in on the outcomes and in today's environment agility is leading the pack and today's world of 100 year 50 year events, many of them tragic and that now seem to happen annually and change and ability to change is a highly valued capability to embed an impact on the operations and the culture of companies today and executive many in the audience today told us that they see their transformation outcome shifting in the coming years with more emphasis on financial and environmental outcomes rising and importance with customer experience front and in the coming years. And of course every company is different and we pulled on 10 different drivers and in our research and in the report you can see the ships of those drivers and priorities in terms of outcomes. And the shift in outcomes suggests that, you know, investment today in business agility resilience and an adaptiveness ultimately is seen to generate improved financial results and facilitate an increased focus on sustainable efforts and community involvement in the future. And with the end in mind transformation leaders should build and nurture the changing capability the ability to zig and zag as as as events change and challenges that face face your organization in order to achieve your outcomes. Now, on the other hand, when we ask what criteria their companies use to measure transformation success executives most frequently cited revenue productivity and cost reduction, and wow that's that's a bit different than then then the transformation outcomes they told us about. And they sound more like traditional corporate corporate goals, and we call this the tyranny of now. And we all live that longer term goals are often brushed aside by short term financial goals, and our longer term goal become number six on our top five things that we're going to do. And untangling all this is a bit tricky, but we hypothesize that the low success rate that Anna brought up earlier in terms of enterprise transformations is part of this and even possibly driven by the mismatch between outcomes and success criteria. But what is clear is that that we have quite a ways to go in terms of sinking our success measures with with the bold outcomes that everybody told us about. Now on a positive note, I think it's great that we're seeing customer experience as a common thread both now and in the immediate future for both outcomes and how we measure it. And so I think in terms of working through the the measures and all of that that's an area that is a key area for newly minted CTOs to to drive ensuring that everybody's walking the talk so to speak. Wonderful. So when when we talked about a new role. There is a quick question or there is something that comes right away to our mind. What are the traits of the CTO the chief transformation officer that we are introducing today. And clearly, one thing that came out out of the research is that the CTOs are strategic visionaries who would build credibility and trust, and they have the ability also to demonstrate what I will call emotional intelligence and integrity. And they'll be able to clearly communicate the transformation objectives. And we also uncover that it is a rather dynamic role, meaning that it requires a high level of leadership. It also requires versatility, and it requires resilience. Our research went on to suggest also that the best CTOs actually have the ability to masterfully challenge the statu quo. They cannot rest just to see things stay steady they want to at least challenge that statu quo. And then they help others also to uncover what I'll call blind spots. And then they are finally able to handle the heat in a constructive manner because let me tell you, it's not an easy fit. So it will be a hit everywhere, and we'll have to be able to juggle this last but not least, there are also there to facilitate because there'll be challenges, but there are also to align stakeholders internally and externally, and they also help navigate through the different interests behind the transformation vision, because as much as there is one vision for the transformation, different people may have different interests in that transformation. So it is upon the CTO to help clarify this and to help create the alignment that we are needed. And as we were looking at it, we said, have a trait, have a qualities that we are seeking in the CTO or that are more predominant in the role of a CTO. We did look at about 11 traits, and you will see on the left side of the screen, there are five that came clearly at the top. First, we're talking about someone who is credible, someone who is visionary, someone who is trustworthy, someone who is strategic, and someone who is honest, because again, it's not an easy fit there. So the ability to get a buy-in, the ability to show that empathy and so on, and building credibility in is key for the CTO to succeed. Now, beyond the trait, we were also looking at what makes a CTO successful. The first thing that came out very clearly for us, very clearly. We found that there is a higher transformation success rate, actually, which colorates clearly with well-formulated transformation vision, permanent transformation office, and a CTO who reports directly to the CTO. That was quite interesting. So we want the vision to be clear, we want the permanent transformation office, and we want a clear connection between the chief transformation officer and the CTO. And as part of this, you see at the center here that we are showing is the role of a CTO here in the middle. The one thing that we found also is appointing a permanent CTO can feel a crucial leadership role in large, complex, and challenging transformations. And you may say, what are the advantages? What do we gain by having yet another role to the C to the C level? What we see is a formalized role will support, can and will support the transformation. It will also support establishing the changing capabilities that you need within the organization. And last but not least, the CTO would also help properly disseminated the transformation vision across the organization. But with all this, we need to say that the CTO will need the CEO support, among other things. But let me be the first to say appointing a CTO simply will not solve the problem. Even if we have most successful and experienced CTO, they need to have what I will call the right kind of support to transform the organization. This is why you will see in the slide, there are six additional elements that we see that are needed to support the CTO in being successful in his or her role. Starting with the first one, articulating the North Star. This one is key. It comes over and over. It is really imperative for leadership to articulate and communicate the transformation visions, the goals, the roadmap, and also to everybody involved, all the stakeholders involved. By doing so, leaders around the organization would be able to focus their effort because the time is short, the resources are limited. You don't want to kind of spread the organization theme. You want to have this effort to really focus. Second, it allows you also to hone the KPIs that have, and finally, but not least, reduce the risk of wasting resources. Yeah, and Tyra, sort of going back to like some of our initial interviews that really came out from center that North Stars are important. In fact, one of the CTOs we interviewed told us that every ounce of effort put forth was focusing on delivering to a specific value objective. And also the North Star is hugely important. Thank you, Jeff, for the addition. And then the second one that came in was what I mentioned earlier, establishing a permanent transformation office. What we found very clearly upfront, transformation that use formal project management techniques to a significant degrees have a higher chance of success than organization would don't. So we have to add that there's no dominant governance structure in today's transformation offices. Yes, that was an interesting finding we did look for is there a governance model that would be coming as being more prominent or more favorable interest formations and you found that none they're pretty evenly distributed there as well. What come out very clear is that 93% of respondents believe that having a permanent unit permanent transformation office is actually critical for success. Interestingly, also when we inquired about the skills required in such an office is the mostly we have learned that it's high performers, as well as ability to manage change that is vital to having this in transformation business. Thanks. Wonderful. Let's let most of them third one. And that's what I like a lot. It's about practicing transparency and encouraging ownership. Just to simplify, where we say what we say here, what is needed is about clearly articulating and communicating the objective of the transformations, and it's goals. This one here, we have to go above and beyond. We need to explicitly invite feedback from every part of the organization. Let us break through the silos, let us bring people, let us hear from them. And as part of that communication that is open, where workers, teams, teams, functions are heard, and then encourage to make the exchange happen is key. So breaking the silo that I mentioned, and getting people in. Jeff, any addition here. I mean, CTOs told us, you know, very much on that that the good ideas are to be found at the front. And, you know, I think that reflects the democratization of organizations and and that ideas are coming up from everywhere. And, you know, it's interesting then in terms of even engagement, the same CTO told us that you need to have thousands of conversations and show up at every office every town hall and engage. So this isn't just a post box to submit idea. This is about really engaging about what you're going to do and then encouraging people to bring forth new ideas and and own them. Wonderful. And then if we move to the fourth one, it's about also to support the CTO to assembling the tools that will help support decision making. And off the bat on that one, having access to the right technologies is critical for most actually if not all transformations. And one rule that the transformation offices play is they have the ability to leverage the data to monitor and assess how the individual project initiatives are contributing to the entire enterprise transformation. So you get you just you get the bigger picture you don't get in a state where one project is cannibalizing the other one, or one project is kind of killing or stopping or maybe entering the effort that you do with other initiatives so having that holistic view is key. Thanks. Especially when we think of the nature of these enterprise transformations when we've heard like they run multiple concurrent initiatives that definitely complex interactions happening between these initiatives and so being able to orchestrate that effort across the boundaries is critical. And one CTO actually said it's important to keep a pulse on a hundred of things, but we need to be able to identify one of the five most important things that the mountains of data that come from these multiple concurrent initiatives need to be brought together and converted into actionable insights to support decision making and keep the transformation going towers that North Star. And then moving to the five one year we are talking about balancing internal and external capabilities, because what we know for sure because we are deciding to transform. Most likely we may not have all the capabilities in most likely will have to find ways of supplementing the capabilities. So what we see or what is coming clearly from the transmission leaders is we see that they need to evaluate, you know, in terms of the sense of urgency that they have. And also the cost that will be involved, both when looking at the short term and I saw your response and looking at the long term as well, so that they can effectively strike the balance between the internal and the external capabilities. And sort of building on that. I mean, one CTO told us about how they developed capabilities that the business needed. I mean capabilities don't just magically happen. They have to be developed and nurtured and, and in this case they'd stand up a team often with outside folks that may have had specific expertise they needed to develop that capability and then ensure that the business had ownership and that they would take that and own that in the long term for for their success on that but it does take a mix of internal external and ownership to keep it growing. Absolutely. And last but not least, we need as part of that process to engage trusted advisors, and why it is needed. Really, it is needed because we need to overcome the blind spots. We have to overcome the blind spot what we don't know what we don't see what we don't anticipate. It is really important that we adopt what we call an outside in approach, so where you can collaborate across domain, and you can also engage external partners because sometimes when you are in the limits of your work of what is happening you don't see what is happening outside but and you can be kind of taken by surprise. Yes, I do. I mean that is very good. Like we all get kind of entrenched in these like this is how we operate this is what we know and having that outside in perspective is very helpful. So just just pulling all of these together and having the vision, the structure, the communication. When it gets to implementing that to actually putting it in practice having this building the relationship between so that here we are referring to internal teams like crossing the boundaries so the outside in perspective can be gotten by working collaboratively within an organization across those boundaries. And it's crucial for success to have this collaborative perspective to work together and to ensure that it's not only the C-suite that is providing the advisory. It's as Jeff mentioned earlier what we heard clearly is great ideas are gotten throughout the organization and all levels and those advisors come from both external and internal collaborative relationships. Wonderful. Thank you Anna. And this part here is more about the presentation of the finding of the research. Of course you can download the report and learn more and again make comment or maybe also see how we can help you. Or help your organization or at least challenge some of the thoughts that you have. We'll move to the next part of this session today. And this part would involve us in a panel and we really wanted to make sure that it is not just showing the result but we wanted also to hear from experts, people who have been in the trench, people who have seen transformations in and out. What are they seeing? What do they think? And then engaging them in a conversation. So as we move to the panel I would like to welcome for this panel I'm welcoming Otivog with a founder of good organizations and former CEO and Chief Transformation Officer at IMG. I'm also welcoming Hilary Hensie who is a Transformation Excellent Leader with Accenture. Also welcoming Courtney Spitz who is North America Transmission Director and Cassie Walsh who is Transformation Office Leader at Accenture. So we are up for a great conversation here. Again we encourage you, I see the line there, a lot of comments in the chat box. We encourage you again to put your comment in and so on. And if you have questions, there's a Q&A tab that you can use. I see that the many questions we have actually more than 20 questions that are in. So let's bring the panel and let have a great conversation here. Just off the bat, if we can, again, it is a research sometime when it comes in, people wonder is there something surprising, is there something that is confirming what we're seeing. So I want to hear first from Hilary. I mean, reading the reports, seeing what we're finding anything surprising or confirming what you see and I would like to hear from the whole panel as well after Hilary. Great, thanks Tyru. I think one thing that was affirming to me that I saw in the research was just the importance of culture. I think we've seen a real shift in this space and top management understanding the importance of creating the right culture within the transformation. I think just building on that people are becoming the heart of these transformational efforts, and they should really serve as co-creators of the change, which I think is another shift. So just said another way, teams are not being changed, but rather creating the change they want to see. And I think that's supported by our research findings. That was one thing that really called to me out of the document. Thank you so much, Hilary. Otty, I want to hear from you. Thank you very much, Tyru. Great to be here. And I want to start with an officer's out there. It's a tough job and I know it, so you have all my sympathies. Things to send out from the report. I think, three words, political challenges as the core driver that is in the report. I think that's very interesting and many executives I speak to feel the responsibility for what these days we call corporate political responsibilities from corporate governance more to those political challenges. And I think that has implications in regards to the value questions and the North Star questions. And here again, I want to make one point. For me in that chart that you showed the most important was that little circle in the middle. It's not fixed. You don't fix the North Star that you implemented. The North Star is also not culture, which is descriptive. It's, it's creating a character inside the organization so that we're not just falling for greenwashing it's actually worth doing value work, which is part of the transformation. Second word for me is learning. And here again it's the the tyranny of now that Jeff mentioned right so it's not a fixed program it's creating a shift in the capacity of an organization to continuously learn and that's a different challenge to the old PMO challenges that we're also familiar with. And I think one additional point I want to make is on the traits of the transformation officers I think traits is misleading. I think there is no transformation in an organization if there's no transformation in the in the chief transformation officer. So it's actually about a self transformation that becomes as important as the organizational transformation especially in regards to letting go of power. And in that context final word for me ownership which is in the slides, one of the largest challenges is not to create a central transformation office that owns this stuff, but actually a capacity that enables the organization and that is hard, and requires three to five years I'm sorry to say that to actually own that ongoing learning and change. So those three words learning political and ownership I want to throw in. Thank you. Thank you all to talking from the trench where let me bring in Cassie Cassie. Anything on your side. Yeah, so again I think confirming an interesting right you see one of the kind of current outcomes is organizing around organizational agility. From a lot of clients, you know that agile means it's unstructured. And so it was nice to see some of the findings from previous PMI research called out around the fact that in reality to be flexible to be adaptable to be truly agile you need very grounded standardized governance processes methods that people are following. There's not a right answer in terms of you know what each organization should be doing independently. But that very kind of ways of working aspect of the transformation is key to being able to get that agility that the organizations are looking for. And last but not least correctly, your. Hi everyone thanks for having me. So let's get on to the rest of the panelists with three words, I value value value and value be, you know, what's confirming to me is the evolution of the success crack criteria is moving to more holistic focus on a breath of value. So we're moving behind beyond just cost savings and productivity to one where the strategies are demanding that we look at value more holistically across customer experience colleague community sustainability, and a broader definition of value. So, I'm seeing that day to day I'm seeing that that's what transformation leads at the largest clients, you know, are being faced with with strategies that are are broader, and then operationalizing that and getting to value across a broader set of KPIs is, you know, very affirming to what we saw in this research. Thank you so much. Cassie, I want to bring you back here because as part of the presentation when we run the survey on the tyranny of now, we had about 83% saying either they're facing it or maybe to some extent. So organizations find themselves in business environments where change and disruptions are constant. And this requires as we saw a real time prioritization or reprioritization revaluation between short term and long term goals. I want to hear from you here. Have you seen or talk about strategies that work in addressing this tyranny of now. Yeah, so this is something I actually live right now day to day, and a couple of my client engagements. And it's, it's interesting because per the research right we have this very constant nonlinear change that's a recurring theme. There's changing dynamics, we have constant shifts and drivers right we've got emerging issues, different types of disruptions that we've seen over the last couple of years. So you have very much internal and external factors causing objectives organizational objectives changing right, and then there's this focus on speed. And we need to get there faster we need to get that holistic value that Courtney was talking about faster. And then of course none of the changes were coming up with our permanent directions right it's just what we're doing right now kind of that tyranny of now. So it creates this almost this very like pressure cooker situation that I think is difficult for most organizations to deal with. I think one of the things that I see a lot is around kind of the out the expected outcomes versus expect expected success criteria that's in the research right so there's this expected outcome of better financial results. And when we look at those future success criteria, the financial items were on revenue and productivity and cost reduction, like go way down. Right. And so I think this is what we see often in this tyranny of now there's a pressure to deliver current, you know, results, which is very focused on this because that's the success criteria that most organizations are measuring today, and that frequently diverts that focus from the longer term value of the transformation which tends to be more holistic. And the misalignment I think is one of the reasons we see that you know stat we talked about at the beginning of kind of low success rate for transformations. The common theme that I see is around business as usual or run the business versus transformation. So, while you're undergoing transformation, you still have to run your business. It's not like you can stop everything and be like okay let's shift and do this other thing. And so a lot of times the organization does not have the capacity or skills to do both. Frequently, you know there needs to be a focus up front on ensuring one is the organization ready do they understand what it means to undertake the transformation. And to do they have the bandwidth and capability to do it. And that's I think we're sometimes that external support can come into play early on, right to help augment some of that. In the moment, you're kind of asking people to focus on two different goals right that the work you're asking them for to do for the transformation maybe in direct opposition of what they're supposed to be doing today. And people want to focus on a sure thing, as opposed to something that might reward them in the future. So, making sure that people are measured on and rewarded for keeping their eye on the long game, and not just kind of delivering to the immediate criteria that's been outlined in the organization is important. And then finally I think the Chief Transformation Officer and Transformation Office are really there to be stewards of the vision and keep that focus on transformation value. Right, so to me one of the main roles of that role and organization is to ensure that, you know, vision and value don't take a backseat to everything else that's going on. So important and one of the mitigating strategies is to establish that vision up front that can be, you know, clearly articulated to the organization all the way from the C suite, you know, down to impacted employees on the ground who are either working on or being impacted by the transformation and constantly reorienting everything around that vision and the value that's being created keeping a focus on the KPIs financial and financial. And then the governance that needs to underpin that to hold the organization accountable so it's one thing to put it out there right but like how are you ensuring that people are being held accountable to those KPIs. And, you know, being consistent and kind of learning and adapting as the situation changes. So, yeah. So this lead me maybe to the next question but I want to tie that question. We've also a comment that we had a participant made Daniel Slavin so I'll combine the two questions into one. This is a question for Hillary. What's your view then on the emerging role or position of the chief transformation officer. And as you're answering that, like I said, and I don't know by Daniel Slavin was asking, how does the north star of the CTO compare to the north star of the CEO. So, so thank you, Hillary, if you can help us uncover this. Sure. Absolutely. So, from the first part just my view on the emerging role of the CTO I think it's really exciting to see. It's been my experience that these leaders have existed within organizations for years but they haven't had formal titles. So I think to have them formally recognized brought to the fore made part of the executive leadership team is long overdue. And I think it shows a commitment by top management and that they're serious about the transformation and want to see it succeed. And it's also my view that the formalization of that role makes what we all know is a really tough job, just a little bit easier. So, and I think there's a couple of critical components for the individuals that fill this role I think. First of all, they have to be cross functional with knowledge across disciplines including business and technology. And I think equally as importantly they have to be able to influence to outcomes. So in my experience, CTOs don't have accountability for an official P&L, or even direct control of the execution of the transformation itself. The work that they are driving an accountable for is going to significantly impact both the bottom line as well as the future of the organization. So that ability to influence to outcomes really, really can't be understated. And I think it's also important to note that I, and I know we're getting into this a little bit later so I won't tease it too much but a CTO can't do this alone right. It's a critical role. It's very important in the success of any transformation as we've seen in the research, but it's not it's not a standalone person that can make this happen. So to tie into the question around the North Star, if I understood the question correctly, it was just how does the North Star of the CEO and the CTO, how do they align, I would say they should be one and the same. We should be marching towards the same overarching vision, the purpose and I think Cassie said it well a little bit earlier, the CTO really is the steward of that vision, and of the value proposition that we are trying to unlock under going this transformation. So I think, I think they are one and the same and then again the CTO is really this steward with the CEO as an important contributor to defining what that vision looks like. So that's a couple thoughts from me. Thank you so much really appreciate it and I mean you've been that sits. Can you share your view we're using emerging but you've been there in the few years so I want to throw in a few challenges. I think the discussion to degree still somewhat reflecting what I would call the traditional paradigm of let's create a vision and then somehow let's be guardians of that and I think that is one aspect and that's kind of the Guardian in the Plato's Republic, but I think there are more roles in transformation in order to really in the chat was great in that regard really create that shift in capability. There's almost a capacity of transformation officers to span boundaries to connect to hold the troubles, because we're very good at jumping into actions right creating action plans Katie eyes and distributing it and so on. Sometimes the answer is reflection sometimes the answer stepping back and asking why are we actually here, who are we in this and who do we want to become through this transformation, and therefore the capacity to hold the system to sense the system to see a system kind of being trained in system psychodynamics is for me a very important capacity that far transcends the traditional let's slice and dice it and kind of execute. And here in the report I want to point people towards that. On one of the pages the ambiguity in the conflict. There's always anxiety and organizational systems and the ability to sense that anxiety to channel that anxiety and use it in productive ways is highly, highly important in my in my experience and also again to contribute to that question of ownership. So if anxiety in social systems is not being seen and not being channeled it always makes itself visible in ways that is not conducive to the to the success of the systems. So there are some subtle things right management is paradoxes is is holding paradoxes navigating paradoxes it's not just slicing and dicing things and to Hillary's point what I am. When I was young I had all the answers and I'm all they got all the questions I'm always saying and I'm not accepting roles where transformation offices have no teeth. Right, so I think there has to be formal accountability for levers that include budget levers that include operational capacities right and I was both COO and CTO so I had a combined ability to actually execute. If that is not the case, very often you're just running around you're trying to influence people to give up a part of their budget and you're you're you're making deals all the time, and your only hope is the CEO who's your, who's your sponsor. And that very often is too slow for the type of challenges we are facing. And again as people said on the chat it also doesn't really allow you to look at where power is inside the organizations. People always look at 70% of transformations fail. One reason in my mind is because power never changes. We say we're changing your but if you look at it the power at the beginning of the transformations exactly where the powers at the end of the organization frankly there's no revolution without a decentralized or a reset of the power structure in an organization. There are things that are important which I would ask. I know there's a lot to unpack here and I know you want teeth to bite, but sometimes some people want carrots to give. Let's bring bring Courtney back here. And we want to hear from you because again that 70% number came in. It's true the past spent it was more uniformly distributed. We know you've worked with many senior leaders will know you've seen many, many challenges and you've seen many opportunities but what would you say then have a main challenge in leading or in transforming the organizations. Yeah, so I mean it piggybacks I think I'm everything that people are saying right now there's three things that are highly tangible right now I can say even at some of the largest clients I'm working at one is going back to that clarity of purpose and that what is the strategic outcome of the transformation and you know today's transformations are complex. We are reimagining, you know, the future of work because technology advancements and technology are allowing us to really do things that we haven't been able to do in the past. So what has made leaders successful in the past is, you know, those those systems are being kind of blown up as the future of work is, is changing how you get to value. And so really getting people clear on what we're trying to do and, and playing into their listening because different stakeholders are going to hear that North Star vision from their own orientation. And so that that leads into my second thing which is leadership alignment, the that it is that it is the full time job of the of the transformation leader but also, you know, the infrastructure and the change network that they are creating across the organization is to is to, you know, ensure that we are getting to those outcomes where maximizing value and, and it's working through resistance and it's not traditional change management, what this is around is, you know, looking at how, how we create new interaction models new account abilities, because the wave of value that I'm seeing across my clients are across organizational leaders, they're at this, they're at the seams of silos they're at the seams of functions. But these account abilities need to cut across in order to deliver the value. So, the second one was leadership alignment. The third is value management, we've talked now about the evolution from, you know, looking at very simple KPIs related to cost take out. For instance, if you look at what people have described as transformations over, you know, the past five to 10 years, but, you know, where the new success criteria is is against a whole, whole new set of of KPIs and how do leaders make those trade out across consumer colleague sustainability and financial impacts to say if I have a dollar to spend where I'm going to spend it. So, value management is the third area, and how we think about value definition and planning, and then transitioning to enable realization and having a sustainable system to, to, you know, make that go so that we're not just doing this as a one time event but as a ongoing mechanism. That's the third thing. And so we spend all day long talking about, are we clear with our messages, are we getting leadership aligned, and are we looking at value and making it less a one time event versus an ongoing sustainable system. Thank you so much, Courtney, really appreciate it. And I'm looking at the questions we have about more than 30 questions on and we have five minutes to go. So, we'll try the best we could and maybe for some of the questions we'll find a way to get back to the past month because the engagement has been amazing. Let's take this other question in case Cassie I would like to bring you on here it's about the transformation office and the, the permanent nature of that transformation office, but linking to Jennifer Birch question he was saying, I feel like I'm missing a key here. Transformation is distinct and different from change or continuous improvement. Why would the transformation office be permanent. It seems that it would be temporary to achieve a goal or goals, unless you are setting up the all to accept that transformation will occur again in the future. I'm just linking it with the question on the transfer permanent transformation offices. How do you see this coming to life in your work, or let's say in the workplace. Yeah, so I think historically at I say ad hoc right or sort of that programmatic view has been how this whole thing started right so a lot of transformation offices grew out of that. But what we're seeing with clients and Hillary and Courtney and I have talked about this a lot is we're we're in this mode of what we as extension refer to as compressed transformation so we're running multiple transformations and parallel or most organizations and there is no end in sight. So we're no longer in the days of you know I'm going to implement SAP ECC it takes 10, you know I have a 10 year roadmap, I'm going to take a two year break, you know reap my rewards and then move on to the next thing I think, given, you know, a lot of the things that were talked about in the report around like drivers and outcomes assessed criteria external factors in the market. So most transformation, I think is a reality that we're all probably currently living in and I like the way that Audi put the transformation office is really around creating that capacity to drive transformation within the organization. So at Courtney's point, the value is no longer, in many cases kind of in those silos but it's at the seams, right so you, you need the, you need the capacity and you need the capacity that can cut across functional boundaries to see, you know, where we can continue to run new organizations. So, I think ad hoc is definitely, you know the historical and in order to get to that holistic value thinking about different KPIs that are outside of you know traditional financial metrics. It's a, it's a new way of thinking it's a new way of running the organization and and requires a new capability and capacity. Sorry, I'm sorry I need to make one point otherwise I will not sleep tonight. It is one thing that the in one second the one thing that bugs me in the report is somewhere employees are at the bottom of one of the charts and someone is on the chat mentioned. There is no change there is no transformation without the employees. We need to make transformations human centric if there's one thing that really matters. It is those it is the people just want to say that because I think it might go under in discussions about KPIs and so on. No, great point but and we've always said people people people transformation is a people's game and aligned with previous work that we've done people are always at the center of that transformation. I know I have too many to go but Courtney I wouldn't want to close without bringing you back here and that question is also something that Margaret Union touch. You say how do you break the opposition or barrier in seeking advice in seeking outside advice in organizations that does not support it. So basically, the notion that we're mentioning about the building the capabilities or bridging the capability gap. Yeah, I mean I think, you know, it's, it's about how do you have a fit for purpose team for the, the, the level maturity you're in. And so, you know, I don't think there's one right answer on outside versus inside but the, the, I guess short answer is, I think that there's going to be surges of where you need to bring together different perspectives to, you know, get to step change outcomes, and if that requires outside in perspective, you know, we see that helping to accelerate the building on different dimensions. So, I really think it's all about, do you have the right perspectives coming in together to do joint planning to really think about how do you get to the outcome of the holistic solution. You can do that internally you can do it with a broader ecosystem of talent. But it needs to be a deliberate thought. It's what's the capabilities I need and then what's the best sourcing strategy to fit it, and it's going to be, you know, not a one size fit all. Thank you so much and I could say that we have been fortunate to have the four of you with us sharing your insight that it's been really a delight. So we could have fit one more hour here and you'll not have finished so thank you so much for joining and thank you also to the participants who have taken the time to ask great questions we would like again to to accrualize that. And as you've witnessed, this has been really the result of the great partnership between project management Institute and Accenture, and the research really systematically impact the current challenges and we talk about the trade of the chief transformation officer, the defined benefit that we see in that role. Many of you have noted your single value, and that what the research was also bringing to life. It's really important to say that the claim has come for organization to onboard chief transformation officers who will be because there is an audience of outcome driven change and as you mentioned, the rule should not be just alone, they should be again supported and they should be also working within the context of the organization to move on and to make things happen. I want to also urge you to download a copy of the research and to dive deep into the findings and also make it your own find the things that make sense for your organization. And let us find a way to break through the 70% failure that the report is kind of bringing to light. Again, one final thing here transformation is inevitable in today's project economy, we can try to resist it, or we can try to shape it. And that being said, again, really, really appreciate you being with us today. I mean, Jeff and everybody who have been instrumental in making this research a reality. There are many people for me to list, but you know who you are, and we really, really, really appreciate it. Thank you so much. And as we say, transformation is everywhere that has have more successful transformation everywhere. Thank you so much. And have a great one.