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In-depth Transformation Model® 

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The recommendations of Trusted Advisors' research have been consolidated through all the key successful practices in terms of transformation following more a rich qualitative and quantitative approach. The study and analysis of recommendations has led to the development of a new model/method for managing transformations.

There is an important message to remember: the solution starts first with self-criticism and the ability to take matters into one's own hands in order to break out of the shell of habits as an organization as a whole. It is indeed about creating a new intelligence, specific to each company, which will understand and assess customer expectations in a fluid and transparent partnership relationship. As part of this intelligence, the logic of the customer experience is to improve the ability of employees to feed back information, design products, improve services and act quickly when things go wrong. Ultimately, the strategy should reflect managerial boldness to meet the challenge of transformation. Above all, the impetus given by managers should be consistent with the attributes of the objectives to be achieved. Another important element of this strategy is the alignment and cohesion between individual and collective contributions and the overall transformational journey, with a sense of purpose anchored in employees through continuous engagement processes. 


There are 4 areas of support for transformations, as presented by our model.

Trusted Advisors Model : « In-depth Transformation Model »

Pillar areas for successful transformations (Simplified version)


These areas consolidate our learnings about the keys to success, the mistakes to avoid and the very specific analyses we have carried out over the last 3 years, with more than 500 executives and senior managers interviewed in 10 countries. These areas are also the result of organizational diagnostics that lasted more than 4 weeks for each of the 20 major companies we solicited as part of our work. In a more synthetic way, these areas are presented as follows:

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Zone 1:  Visionary and inspiring orientation with a strong managerial impulse​

  • The strength of vision is always important to the effort. This strength should also find an echo relayed by all layers of management (communication at the top management level should not be monopolized);

  • Beware of the rigidity of plans;

  • Beware of inconsistency between promises and practices.


Zone 2:  Change management and the activation of the potential of the employees and the organization.

  • Change management ensures that the vision, speeches and managerial endeavours are implemented by mobilizing the actors and transforming them into an army of allies;

  • The activation of the organizational potential should be done through the assets, strengths and strong attributes of the corporate culture;

  • Beware of the disengagement of employees;

  • Beware of dependence on technological dimensions.

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Zone 3:  Adopting agile approaches and clear governance

  • Good governance should be verified on a daily basis;

  • Responsibilities should reflect patterns that are meaningful to employees;

  • Agile approaches redesign relationships and interactions within the framework of a fluidity of the value chain towards the customer;

  • Beware of a lack of trust; Beware of inadequate managerial posture; Beware of the lack of clarity of Ownership.

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Zone 4:  Anchoring of the customer-oriented mindset

  • Acculturation of employees and managers around all the previous zones (1, 2, 3). This acculturation is important and should be reflected in the tools and processes while aligning them with clients expectations. 

  • Regularity and discipline in anchoring a “customer oriented” state of mind should be an ongoing investment;

  • Beware of old ways of understanding and monitoring client expectations;

  • Beware of inconsistent communication around service attributes and their real potential.

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The features of Trusted Advisors model  for successful transformations


Regardless of the organizational structure, there is a real need to build the transformation on what we call each company's unique DNA in terms of what it knows how to do, what it wants to consolidate, and what it does not. Doing as others do is usually a guarantee to miss these three pillars and focus the attention of the company's resources solely on Time-to-Market at all costs. As unpredictable as it may seem, it is sometimes just as important to know or dare to say no to digitalisation at all costs! Indeed, this approach makes sense if the organization is not ready or if prerequisites have to be built before going any further in the transformation project: alignment of vision and strategy, coherence between strategy and structures, articulation of structures on relevant project portfolios, and the commitment of employees around projects and the global vision. 

Another very important observation: any digital transformation effort must include the "customer focus" box, which should certainly not be a slogan, but above all a constant practice. Reviewing the organisation starting from the customer through design thinking is a necessity that will make the organisational and collaborative model refocus on the customer. The methodological tool is, in this case, only one piece of the puzzle to be rebuilt, the other pieces being change management for the appropriation of new operating methods and information flows, the adaptation of managerial practices and the empowerment of employees for better decision-making and self-management. In this case, flattening organizations also means that information and steering systems must be rethought. It is no longer a question of considering managers as actors in the hierarchical dissemination of information, but rather as facilitators. The data and information resulting from this hierarchy therefore become accessible to all employees, in full transparency, to promote individual decision-making and steering. This conception supposes the existence of a real consideration of an architecture that federates data, the ability of managers to reinforce the role of employees as producers and users of data, and finally, an organizational alignment that allows digital transformation to find fertile ground for its development.

At the top of their companies, executives are swamped with information, indicators, and dashboards. They find themselves, whether they like it or not, in the grip of fashion effects and in a permanent race towards the endless Time-to-Market. In this race, the company and its leaders find themselves unable to assert themselves as a structure with its own distinctive identity. The danger, therefore, would be to continue trying to decipher trends, when they are so volatile and it is useless to explore them through usual methods, such as commissioning a study, establishing a diagnosis or identifying a plan of action. This raises the question as to why this would be a dangerous approach. The answer is quite simple: these tools, which are certainly very good solutions, are unfortunately not sufficient when it comes to situations involving complex problems and environments.


Taking all these specificities into account, the Trusted Advisors transformation model has been enriched by gateways that take up practices that allow for evolution between the previously defined boxes and zones. These gateways can be intermediate steps that will consolidate the process as a whole and create homogeneity and consistency between the four zones.

Trusted Advisors « In-depth Transformation Model »

Areas for successful transformations

(Including four additional gateways)


Transformation gateways

In detail, these gateways are as follows:


Starting at area 1, and before rushing to area 2, we have introduced a first footbridge that will:

  • Ensure more transformational DNA assertions reflecting the organization's strengths;

  • Helpgto avoid rushing into the effects of competition announcements;

  • Compensate for lack of focus and concentration;

  • Anchor the principle we borrowed from Herbert Simon, Nobel Prize winner in economics: "What information consumes is rather obvious: it consumes the attention of its recipients. Hence a wealth of information creates a poverty of attention, and a need to allocate that attention efficiently among the overabundance of information sources that might consume it”.


Starting at area 2, and before going to area 3, the new Trusted Advisors method gateway will:

  • Ensure more internal synergy between functions, entities and operational teams;

  • Consolidate the synergy between teams. In one of our surveys, 75% of respondents believe that there is a need for cross-functional teams and not just cross-functional committees;

  • Reflect the need for team work and transversality in all levels of the organisations and not only at the level of top management: “There is a need for soldiers to work together and not just generals to work together”.


Starting at area 3, and before proceeding to area 4, the new gateway recommend:

  • Designing and implementing anti-silo processes;

  • Maintaining a clear governance of technologies, process, and contributions of team-members and teams

  • Adopting agile methods and approaches with an end-to-end orientation. It should be noted in this respect that the failure rate of projects managed in agile mode is lower than that of projects managed in so-called traditional mode:

    • 35% vs. 16% for large projects;

    • 20% vs. 10% for medium-sized projects;

    • 10% vs. 4% for small projects (Source: Chaos Report).


From area 4, the gateway will act as a link to area 1 by continuing to fuel the strong managerial impulse and the company's DNA. This bridge will allow:

  • Designing and maintaining more adhesion and motivation around creativity;

  • Propelling the need for ideas to become reality and not just ideas for proposals;

  • Relying on external innovation ecosystems while avoiding the promotional effect (Fintech challenges/Startup challenges/Hackathons) without consolidation of achievements. Warning: 44% of startups find that the objectives of large groups are little or not at all clear! (Source: Bluenove and Village by CA).

Each of the items depicted in the new model is relevant and remains an area to be explored and properly deployed. Our teams are working with a number of companies, based on the preliminary results of the diagnostics we have been carrying out.

Our experts remain at your disposal to design and deploy the practices for successful transformational actions/programmes through the pillars and bridges described above. Our approach will allow you to capitalise on the know-how of our consultants based on our benchmarks from 125 clients in 25 countries. 


Contact our consultancy team at:

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