ABSTRACT
Programs designed to transform business are complex and usually impact multiple business functions. Such programs not only need the strong cross functional leader ship to successfully lead the business change that is needed to get to the intended future state, but these programs also require a sound method for managing the program through the transformation life cycle. Transformation program governance sets up this monitoring method while also institutionalizing the strategic controls needed for the program to stay on course. Based on program business objectives and scope, some business units and functions may be less impacted than others by the program, but the cumulative impact of business change on the enterprise is high. If the program governance model is not put in place early enough, the ability of the program to manage the cumulative change impact is diminished, which poses substantial risk to business transformation.
