As a service Transformation Office PMO Value Office
As a service
Transformation Office as a Service
The team that turns strategy into a portfolio – and keeps it honest.
A transformation office decides what changes, in what order, and whether the organisation can absorb it. Ours is run by people who’ve led them before: executive alignment, portfolio shaping, investment cases, change leadership and the rhythm that links the board to delivery. Built from day 1 to become yours.
Three offices that work as one system.
Direction, delivery and proof. Start with the one you need most; each is built to hand work to the next – and to become yours.
01 You are here
Transformation Office
Sets the ambition, shapes and sequences the portfolio, decides what gets funded and when.
Hands to the next: a funded, sequenced portfolio and investment cases the PMO can mobilise against.
02 Deliver
PMO
Runs delivery: cadence, governance, risk, resourcing and the reporting leaders actually read.
Hands to the next: delivered milestones and clean baselines the Value Office can measure benefits against.
03 Prove
Value Office
Tracks benefits from business case to P&L, reports a number the CFO believes, and re-points the portfolio when the number moves.
Hands to the next: evidence back to the Transformation Office on what to fund next, stop, or scale.
Why now
Most organisations have more initiatives than capacity and nobody who owns the whole. The office that should fix that is usually the first thing cut when a programme ends – and rebuilt from scratch when the next one starts.
~70%
of large transformations fall short of their goals
The most-cited figure in industry research for a decade – and the reasons are rarely technical: unclear ambition, too many priorities, change that outruns the organisation.
2×
more initiatives than capacity is the norm, not the exception
Without a single owner of the portfolio, every business unit funds its own future and the group pays for all of them.
0
permanent transformation capability in most mid-sized organisations
Which is why the same lessons are learned, and paid for, every 3 to 5 years.
What you get
01
Executive alignment and ambition
A shared picture of what will be different in 12, 24 and 36 months – agreed in the room, written down, and revisited when it gets hard.
02
Portfolio shaping and sequencing
Every initiative mapped against value and capacity. Fewer, better-sequenced bets, with the stops as explicit as the starts.
03
Investment and business cases
Cases the board can fund against, built with finance, with benefits the Value Office will later hold you to.
04
Operating-model and process design
Design sprints with the operational leaders who’ll live with the result, not for them.
05
Change leadership
Managers equipped to lead the change rather than announce it, and a plan for the organisation’s capacity to absorb it.
06
A permanent capability
A Change Hub staffed by your people, with the methods, models and rhythm to run the next wave without us.
Three tiers, sized to your scale and complexity.
We work with mid-sized organisations and up. Every tier is led by senior people from the network, runs on a fixed monthly commercial model, and is designed to scale down or hand over – never to stay by default.
Tier 1
Foundation
Mid-sized organisations with one strategy to land.
Typically 1,000–5,000 people, a single executive team, 1–2 major change programmes and a portfolio of up to 15 initiatives.
Team
A transformation director 2–3 days a week, a change lead, and specialists drawn from the network as needed.
Cadence
Quarterly executive alignment; monthly portfolio review; weekly with the sponsor.
Commercials
Fixed monthly fee, 6-month initial term, 30-day notice thereafter.
Includes
- —Ambition and alignment sessions with the executive team
- —One portfolio view with value and capacity mapped
- —Investment case for the priority programme
- —Change-readiness assessment and plan
- —Handover to a named internal owner at month 6
Tier 2
Scale
Enterprises with multiple business units or a multi-year programme.
Typically 5,000–20,000 people, several divisions or markets, 15–40 initiatives, and a board that wants one number.
Team
A full-time transformation director, portfolio lead, 2–3 change and design practitioners, and a rotating specialist bench.
Cadence
Monthly transformation board; fortnightly portfolio review; design sprints per process area.
Commercials
Fixed monthly fee with an outcome-linked element tied to agreed milestones; 12-month term.
Everything in Foundation, plus
- —Per-division cases for change and one overarching investment case
- —Future-state operating-model design sprints
- —Benefits-realisation plan handed to the Value Office
- —Portfolio capacity and sequencing model
- —Change Hub set-up and coaching of your people to run it
Tier 3
Enterprise
Groups that are regulated, multi-region, or mid-separation or merger.
Typically 20,000+ people or multiple regulated entities, 40+ initiatives, external scrutiny from regulators, investors or both.
Team
A head of transformation, regional or divisional leads, enterprise design and architecture, and independent assurance from the network.
Cadence
Monthly group board; divisional boards; regulatory and investor reporting cycles built in.
Commercials
Managed service with a fixed core and outcome-linked fees; 12–24-month term with scale-down provisions.
Everything in Scale, plus
- —Group-wide portfolio governance across divisions and regions
- —Separation, integration or regulatory-driven transformation design
- —Enterprise architecture assurance aligned to the strategy
- —Regulator- and investor-grade reporting
- —A permanent group transformation office led by your people
Tiers are a starting point, not a menu. Most engagements begin with a 4-week diagnostic that confirms the tier and the team shape.
It’s for you if
Your strategy is clear but the portfolio behind it isn’t
Every business unit has its own plan and the group is paying for all of them
You’ve had programmes land on time and change nothing
You want the capability to stay when the consultants leave
What it draws on
Each office is staffed from the practices below, so the people running it have delivered the work it governs.
Seen in practice
Case study · Energy & Resources
Gas distribution network: A modernisation case the board would back
5 board-approved cases for change and a permanent Change Hub run by the client’s own people.
Read the case study →
Case study · Consumer & Manufacturing
FTSE 100 packaging manufacturer: From IT to a global digital organisation
A Digital Enabler Strategy for 48 countries and a transformation office to deliver it.
Read the case study →