Like most things, there isn't a simple or one answer.
Foundations that we need to have in place
- Why do we need to transform?
- What are the outcomes?
- Why now?
- What are the key transformational behaviours?
- Buy-in and support from the senior executive team
- How is the senior executive going to demonstrate the new behaviours?
- A small transformation support team
- Formal networks such as communities of practice
- Informal networks even more important
Then pick a service which is valuable to your organisation and that the leaders within that service want to improve what they deliver and how they deliver it.
Identify the champions within this service.work with external coaches who have done this before and coach the champions.
Leadership and ownership at all levels
The leader of this service needs to own the why and define it clearly and concisely to the direct report who will need to do the same with their reports.
Ownership is not about being a messenger you need to own the reason for the change and define it in terms that make sense to their team and be able to answer the questions and challenges from their team. Questions such as why are we doing this now? Surely, Project X is more important The CEO asked for that, and the deadline is fast approaching.
Unless you own the reason why you will struggle to answer these questions. When you find yourself answering as
"They want to or so and so asked for this",
then you know that you are not owning the reason and need to stop go and ask and get the clarification you need so that you can own the purpose and explain it with clarity and concisely.
Identify the champions at least two for each team within this service.
Coach the champions in the new behaviours
Measure the current delivery capability of the teams.