1. Tools & Techniques Transformation Mapping

2. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 2 What Transformation Mapping is Learnings: –What We Found –What we did –What is New/Different Further information Glossary of Terms Contents

3. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 3 What We Found Issues We Had to Address We have used the Transformation mapping process in two ways... Transformation mapping is applicable in almost any environment where you want to create a new vision or team goal It is an excellent way of mobilising your team It is a democratic way of getting a result and is transparent. This also means that the process used becomes trusted by the creators of the transformation map Leadership concentrates on the development of the vision and framework, not controlling the outcome The model can be adapted/changed as the vision or goal becomes clearer Transformation mapping is applicable in almost any environment where you want to create a new vision or team goal It is an excellent way of mobilising your team It is a democratic way of getting a result and is transparent. This also means that the process used becomes trusted by the creators of the transformation map Leadership concentrates on the development of the vision and framework, not controlling the outcome The model can be adapted/changed as the vision or goal becomes clearer How to get the leadership to feel comfortable with setting the framework: –The outcome of how to undertake the journey will largely be unknown at this stage –The team are usually senior people, so how to get them to visualise a variety of very different scenarios to transition the business –How not to get drawn into too much detail - this is big picture stuff Priorities change over time - how to keep the Transformation Map current and how to note progress How to get the leadership to feel comfortable with setting the framework: –The outcome of how to undertake the journey will largely be unknown at this stage –The team are usually senior people, so how to get them to visualise a variety of very different scenarios to transition the business –How not to get drawn into too much detail - this is big picture stuff Priorities change over time - how to keep the Transformation Map current and how to note progress By getting ideas in a way that enabled us to structure a project team By getting buy-in from the team so we could move forward

4. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 4 This standard approach included: Establishing the purpose of using the T Map approach: –Usually applied in developing significant business transformation, including whole aspects of the business Defining the required segments on the map: –These are the axis for the ‘T ’Map. They are the key topic areas where the business should focus (they are not usually business functions) –Develop the organisational vision –The detail is meaningful and must be validated with the client Deciding the time frame for the transformation transition: –This can vary from 6 months to 3 years or longer –We chose a timeframe of 3 years Mapping the improvement initiatives Developing and mapping the KPIs This tool can support a much larger project start up We used a standard approach to develop a Transformation Map for the Project 200020012002 1999 Timeframe Segments

5. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 5 200020012002 1999 A step-by-step approach was used to build the T Map... Step by Step Established the vision Created the axis segments: –What drives the business to achieve the vision Brainstormed the segment steps: –This is a transitory process. Think about the timeline effect of delivering the steps - use post its Rationalised the steps: –Some ideas will be solid, others may need work to reword/rethink concepts Established the vision Created the axis segments: –What drives the business to achieve the vision Brainstormed the segment steps: –This is a transitory process. Think about the timeline effect of delivering the steps - use post its Rationalised the steps: –Some ideas will be solid, others may need work to reword/rethink concepts Vision In order to ‘build’ a Transformation map, large sheets of brown or white paper can be used to draw the T map, and post-its are then used to write e.g. ideas/KPIs on and are placed onto the Map.

6. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 6 We needed to create a vision statement for the project going forward for the next three years... OUR VISION: To have the 5 Plus approach to be seen as the Syngenta way of life “embed best practice” “A business which is a service to the food chain” “Enable financial delivery to cover costs of the merger” - relative to synergy savings “To be recognised as the employer of choice” “To be a true learning organisation with an inspirational leader(s)” “Syngenta Vision”

7. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 7 We outlined the key initiatives impacting each segment of the map Identify the different task team approaches Identify the team building approach - HPT Create an ultimate goal- “what would good look like” for the team in behavioural terms Think about the financial benefits Identify the different task team approaches Identify the team building approach - HPT Create an ultimate goal- “what would good look like” for the team in behavioural terms Think about the financial benefits Review the current SNO process Develop the criteria by which assets will be viewed over the next decade Establish likely KPI targets Review the current SNO process Develop the criteria by which assets will be viewed over the next decade Establish likely KPI targets Review the previous ‘T’ Map Agree with client what has already been completed Transfer over outstanding tasks Review the previous ‘T’ Map Agree with client what has already been completed Transfer over outstanding tasks Agree ABR for 2000 Develop target vision for Fixed Costs/VPC KPI and management approach Agree ABR for 2000 Develop target vision for Fixed Costs/VPC KPI and management approach Develop pull for Knowledge base Gather ideas on knowledge documents Develop view on sustainability model Develop pull for Knowledge base Gather ideas on knowledge documents Develop view on sustainability model

8. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 8 We then reviewed the progress of each task against achieving the Vision... Each key task is transferred onto the Project Leadership Teams Plan-Do-Review chart. This PDR is reviewed monthly by the PLT and measured through KPI’s. The ‘T’ Map can then be marked up as to completeness of the task (% of completion or using the traffic light measure) e-Commerce purchasing and selling: capacity/product Developing corporate filters 75%

9. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 9 The completed T-map is comprehensive and could be used effectively as a management tool The ‘T’ Map is part of a number of Tools used in the start up of a project. Project leads should also consider Project logic charts, RACI’s, Charters etc. and use the results in a Project Design Workshop The Map was developed by a Project Leadership Team which is a good way of aligning the leadership. The Map was developed by a Project Leadership Team which is a good way of aligning the leadership.

10. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 10 Please contact Nigel Roberts, Brian Turner or Kevin Williams. For further information...

11. Transformation mapping Business Process TRANSFORMATION MAPPING PROCESS 11 SNO Site Network Optimisation KPI Key Performance Indicator Glossary of Terms ABR Annual Business Review VPC Variable Product Cost HPT High Performance Teamwork