ABSTRACT
The brief from the Director for Transformation for the piece of work I was about to engage in was, to say the least, quite vague. This project was for a major UK insurance company and virtually all she offered was, ‘We want you to design and build a team that can operate across the organization and help us to deliver the big transformational programs of change required for us to remain competitive. We have got about eighty people doing this sort of work at the moment. We think it could be less if
we centralize them all.’ There was not much more than that. The eighty people to whom she referred were the project managers and process analysts so far identified as participating in these major projects. The CEO thought that was too many – he had an idea that forty people would be enough and he wanted them centralized in a business transformation department.
