The Role of a Transformation Office: Enabler or Execution Bottleneck?
Derek Wells
17 March 2024 at 02:06:00
Many organizations set up Transformation Offices to drive execution, but in some cases, these offices become bureaucratic and slow down progress. This article examines when and how a Transformation Office adds value, and how CEOs can ensure it serves as an enabler rather than an obstacle.
Introduction
Transformation Offices (TOs) are often created to drive execution excellence, but they sometimes become bureaucratic and slow progress. This article examines how Middle East organizations can ensure their TOs accelerate rather than hinder execution.
Common Issues with TOs
Lack of Clear Mandate – Some TOs function as advisory bodies rather than execution drivers.
Misalignment with Business Units – Execution success depends on TOs working in sync with P&L owners.
Over-Focus on Reporting Instead of Execution – Effective TOs focus on removing execution bottlenecks.
Optimizing TOs for Execution Excellence
Position the TO as a CEO Execution Arm: Saudi Aramco TOs focus on hands-on execution enablement.
Ensure TOs Have Decision-Making Authority: Etisalat UAE grants TO leaders execution oversight.
Embed a Fast-Track Execution Model: TOs must solve execution challenges, not create reporting overhead.
Conclusion
A TO should be an execution accelerator, not a reporting function. CEOs must structure TOs for delivery impact.