Hook
Before P&C Global accepts a transformation engagement, I ask the CEO three questions.Not about budget. Not about timing. Not about technology.The first: Which decision will the company make differently a year from now?If the answer is a new system, a new structure or a new dashboard, we are not there yet. Those are means. A transformation has to change how the business decides: where it invests, which customers it serves, how fast it responds.The second: Who will own the result?Not the program. The result. A steering committee can oversee a transformation. It cannot be accountable for one. A person can.The third: What will you stop doing?This is usually the longest silence in the room. Every organization has activities that still work well enough to protect. A transformation that only adds is an expansion, and the operating model ends up carrying both the old and the new.When the three answers are clear, the work tends to move quickly. When they are not, no methodology will compensate for it.The objective is not simply to launch a transformation. It is to know, before it starts, what it is meant to change.Which of the three questions would be hardest to answer in your organization?
