| Page properties | ||||||||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
* indicates that this field is required
|
1. Table of Contents
| Table of Contents |
|---|
2. Project Overview / Executive Summary
Arnold added changes in red
| Mission | Produce a TM Forum standard for effecting a systematic approach to digital transformation, defining future role & people profile, continuous culture and skills learning processes needed for success |
|---|---|
| Value | Traditional approaches and solutions are no longer 'fit for purpose' for digital organizational transformation. The methodology provides the framework and the tools that organizations can adopt to help deliver on digital transformation commitments, incorporating the build of a talent centric business model as required by the industry to support the unlocking of the kind of innovation that companies are looking to deliver on (... incorporating the principles that address the talent adaptation journey to the destiny of the transformation intent) |
| Strategy | Bring on board geographically diverse members to actively contribute and bring valuable diversity of thought, |
Remark Arnold: add additional 6 principles I added some ideas on the developing of the 6 principles; you might develop these pilas with some graphics.
Workforce transformation is based on some values applied in organizational transitions; the values are expressed in 6 principles:
Organizational Personalization
Using individual employee behaviour to drive an emotional connection with values (customer centricity). Demonstrating that you understand the customer’s needs and circumstances and will adapt the personal mindset accordingly.
Organizational Integrity
Being trustworthy and engendering trust. Trust is an outcome of consistent organisational behaviour that demonstrates trustworthiness. There are trust building events where management need to publicly react to a difficult situation, and trust building moments that allow individual actions by staff. These add up to create employee’s trust in the organisation.
Organizational Expectations
Managing, meeting and exceeding workforce expectations. Employees have expectations about how their work will be realized. Employee satisfaction is the difference between workforce expectation and the actual work delivery. Adapting mindset, skill, understanding, delivering method, and if possible, exceeding workforce expectations is a key skill of great organisations.
Organizational Resolution
Turning a poor workforce process into a great one Workforce continuously adaptation is highly important. Even with the best processes and procedures, things will go wrong. Great companies have an iterative process that not only puts the workforce back in control, but also make the workforce feel good about it.
Organizational Time and Effort
Minimising employee effort and creating frictionless processes. Employees are time poor and are increasingly looking for rewards. Removing unnecessary obstacles, impediments and bureaucracy to enable the employee to achieve their objectives quickly and easily have linked workforce to realizing organizational strategy. Many companies are discovering how to use time & rewards as a source for inspiring optimization of future strategy.
Organizational Empathy
Achieving an understanding of the employee’s continuous learning of skills & cultural alignment to drive continuous adaptation of people & role profile. Empathy is the art of letting the workforce know that you as manager can understand what it is like to adapt to a new destination of a transformation intent. Empathy-creating behaviours are key to establishing a strong relationship. It involves telling personal maturity assessment stories that reflect to the workforce how you felt when identifying and validating new role profiles. Then going for the extra step of cultural workforce alignment to future work because employee understand how management feel.
3. Participants
This section identifies the project team members.
Note - Please review the Team Roles & Responsibilities RACI here which also indicates which roles are mandatory or optional
| Project Team Role | Name* | Company* | Confluence “@” mention | Comments |
|---|---|---|---|---|
| Project Team Lead | ||||
| Project Team Co-Lead | ||||
| TM Forum Product Owner | Vicky Sleight | TM Forum | ||
| TM Forum Subject Matter Expert | Vicky Sleight | TM Forum | ||
| TM Forum Project Management Support | ||||
| Project Team Members |
4. Project Workstreams and Deliverables
The project workstreams and deliverables for this project are introduced in the pages below
DOT Initiatives and Epics - 2021 Sprint 1 (29-Jan-2021)
DOT Initiatives and Epics - 2021 Sprint 2 (02-Apr-2021)
DOT Initiatives and Epics - 2021 Sprint 3 (28-May-2021)
DOT Initiatives and Epics - 2021 Sprint 4 (30-Jul-2021)
DOT Initiatives and Epics - 2021 Sprint 5 (01-Oct-2021)
DOT Initiatives and Epics - 2021 Sprint 6 (26-Nov-2021)
5. Legal Notice
Copyright © TM Forum 2021. All Rights Reserved.
This document and translations of it may be copied and furnished to others, and derivative works that comment on or otherwise explain it or assist in its implementation may be prepared, copied, published, and distributed, in whole or in part, without restriction of any kind, provided that the above copyright notice and this section are included on all such copies and derivative works. However, this document itself may not be modified in any way, including by removing the copyright notice or references to TM FORUM, except as needed for the purpose of developing any document or deliverable produced by a TM FORUM Collaboration Project Team (in which case the rules applicable to copyrights, as set forth in the TM FORUM IPR Policy, must be followed) or as required to translate it into languages other than English.
The limited permissions granted above are perpetual and will not be revoked by TM FORUM or its successors or assigns.
This document and the information contained herein is provided on an "AS IS" basis and TM FORUM DISCLAIMS ALL WARRANTIES, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO ANY WARRANTY THAT THE USE OF THE INFORMATION HEREIN WILL NOT INFRINGE ANY OWNERSHIP RIGHTS OR ANY IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE.
Direct inquiries to the TM Forum office:
181 New Road, Suite 304
Parsippany, NJ 07054 USA
Tel No. +1 973 944 5100
Fax No. +1 973 998 7916
TM Forum Web Page: www.tmforum.org