Approach to governance organization and agility transformation

This video shows you how to transform an organization that has implemented or is implementing Pega Customer Decision Hub™ by focusing on governance, organization, and agility. These are essential considerations for optimal Pega Customer Decision Hub adoption.
So why should we focus on governance, organization, and agility?

With Pega Customer Decision Hub, you get the best technology to support a customer-centric vision. However, you must ensure synergies with people and processes to achieve exceptional outcomes. This approach involves reviewing governance structures, organizational setup, and the ability to cope with change.

Governance transformation: Establish governance to control the implementation of next best actions in Pega Customer Decision Hub and balance customer needs against potentially conflicting business objectives.

• Organization transformation: Understand the resources that are necessary to run Pega Customer Decision Hub successfully, including structure, team roles, enablement paths, and scaling options.
• Agility transformation: Establish a robust business process to manage BAU change demand from day one and scale according to demand.

An essential foundation for transformation is identifying key stakeholders from the organization to take on the journey.

The following groups typically need to be involved in the transformation work regarding governance, organization, and agility:

• Lines of Business
• Marketing Strategy
• Marketing Operations
• Martech
• Data Ops
• Reporting and BI Teams
• Sales, Service & Marketing Channels
• Corporate Finance
• Information Technology
• Regulatory and Compliance teams

For each area, consider:

• Governance: The big-picture senior stakeholders who are involved in business-as-usual (BAU) processes for delivering marketing requirements.
• Organization: A limited subset of senior stakeholders who are directly involved or their deputies.
• Agility: Working teams that are directly involved in BAU processes for delivering marketing requirements and limited senior stakeholders or their deputies.

Review and reflect on information about the organization as a whole. Use diagrams to invoke discussion and ensure that all potential stakeholders are considered in context when assessing the current situation and applying typical stakeholder analysis methods.

After discussing who in the organization to involve, it is important to consider the medium of interaction.

Working in person can be beneficial for major workshops to establish the current business situation and collaborative workshops to design a future state. However, remote tools s Mural are also effective. If you conduct workshops remotely, have brief one-to-one meetings with key stakeholders beforehand to introduce yourself, set expectations, and understand their points of view. Always consider your foundational stakeholder analysis when planning interactions.

During a typical MLP delivery, when is the best time to have these conversations?

This timeline provides a typical timeframe for an MLP, but it is adjustable based on the scenario. Tackle organizational transformation topics in the following order based on best practices and field experience:

1. First, governance to understand the senior-level view of how things work.
2. Next is organization because of its link to governance.
3. Finally, agility, which you can explore concurrently but form fully near the end of the MLP after the hardening and understanding of Pega Customer Decision Hub features.

What are the key tasks to undertake in governance, organization, and agility?

A standard MLP backlog exists for Pega Customer Decision Hub delivery. The adoption category contains all the tasks that are necessary for organizational transformation. The common approach includes:

1. Review current state: Understand the current business situation.
2. Enable on best practice: Present best practices derived from global implementation experience.
3. Define an organization -specific solution: Design a mutually agreed-on process and team that bridges gaps between the current state and best practices.
4. Define implementation steps: Plan steps to transition from the current state to the future state.

What are the recommended methods to undertake these tasks?

Apply various techniques to establish a clear picture of the current business situation:

• Conduct workshops where key stakeholders present their processes.
• Perform document analysis and protocol analysis.
• Shadow stakeholders and conduct interviews.
• Clearly document your understanding and get sign-off from key stakeholders.

Here are some questions to spark discussion in the workshop:

• Do you have customer engagement governance boards? Who has a seat, and what are their responsibilities?
• What are the current processes and rules around governance?
• Describe the current organizational structure.
• What cross-departmental relationships are important for your daily operations?
• What are the roles and responsibilities of the teams in the organization?
• How are changes or new marketing requests currently handled?
• What is the process for retiring offers?
• Could you describe the process for creating and managing business rules?
• Do you ever get conflicting requirements, and if so, how is conflict resolved?
• Are you worried about getting ready for the new BAU?

Enable the organization on Pega best practices:

• Present best practices based on deep product knowledge and global delivery experience.
• Adapt the delivery of these materials according to your stakeholder analysis.
• Create space for dialogue to help stakeholders understand and adopt best practices.

Define an organization-specific solution:

• Assess the gap between best practice and the current situation.
• Design a future state that sets the organization up for success and is feasible to implement.
• Work collaboratively with the organization to improve the likelihood of adoption.
• Document the future state visually and adapt documentation for different stakeholder groups.
• Present the solution, ideally with someone from the business demonstrating full ownership and buy-in.

Define implementation steps to transition from the current state to the future state:

• Note tangible actions required to achieve the future state.
• Ensure that actions are time-bound, have clear owners, and are agreed on with the organization.
• Maintain a risk and issue matrix and have regular checkpoints and an escalation route if matters fall behind.

You have reached the end of this video. What did it show you?

• The importance of governance, organization, and agility in Pega Customer Decision Hub adoption.
• The key stakeholders who are involved in the transformation process.
• Effective means of communication and interaction with organizations.
• The recommended timeline for tackling organizational transformation topics.
• Key tasks and methods for reviewing the current state, enabling best practices, defining organization-specific solutions, and implementing steps to transition from the current to the future state.