We know what must change. Which work should actually move forward?
The pains are known and the requirements are named. What does not exist yet is a rationalized set of initiatives, a defensible order, and the machinery to carry them.
This engagement develops the transformation strategy and program: the sponsor rationalization, a solution matched to every surfaced pain with tradeoffs and a light business case, and an executable transformation portfolio. Where the mandate requires an operating mechanism, it includes TMO Stand-Up.
From a register of pain to a portfolio you can fund.
ETEGY works from the strategy you already hold — we do not author corporate strategy. What we develop is the transformation strategy and program that delivers it.
Reset the priorities with the sponsors
A facilitated session puts the weighted register in front of the sponsor team. Priorities are challenged and reset, and the list narrows to what genuinely carries the mandate.
Match a resolution to every pain
A small hybrid squad — your people, ETEGY, and where useful a platform partner, SI or consultancy — ideates and matches solutions to every surfaced pain, with tradeoffs, pricing inputs and a light business case each, tied to new and in-flight initiatives.
Form the portfolio — and the machinery
The result is sequenced into an executable transformation portfolio with owners, dependencies, gates and measures. Where no operating mechanism exists to carry it, TMO Stand-Up is included.
A transformation portfolio, and the mechanism to run it.
Transformation strategy and program definition
What the transformation is, what it will pursue, and how the work is organized to deliver the mandate.
A rationalized solution set
Every surfaced pain matched to a resolution, with tradeoffs and pricing inputs, reconciled against initiatives already in flight.
Light business cases
Enough case per initiative for a sponsor to fund, defer or stop it — co-presented, not delivered over the wall.
An executable transformation portfolio
Sequenced, owned, gated and measurable — TMO-grade, and structured to load into the platform you already run.
TMO Stand-Up, where required
Where the mandate needs a Transformation Management Office — permanent or temporary — this engagement establishes it: portfolio ownership, decision rights, intake, gates, cadence, measures and evidence controls. More on TMOs →
We form the transformation. We do not become your delivery bench.
The portfolio is built to be executed by the people and partners who will own it. Where a TMO has to exist for that to be possible, we stand it up — and hand it over running.
TMO Stand-Up is included when the mandate requires it, not by default. Where a TMO already exists but is underperforming, that is Transformation Oversight.
Scoped to the mandate — and modular within it.
The shape follows what has to be formed: one value stream, a portfolio across several, or an enterprise transformation program.
Enter after a Transformation Diagnostic, or with a register and requirements you already hold.
Your people, ETEGY, and where useful a platform partner, SI or consultancy working the solution set together.
Stood up when the mandate needs one, permanent or temporary. Not automatic.
Co-presented to the sponsor team, sequenced and owned — ready to execute.
The portfolio is deliberately built to be platform-agnostic. It loads into the PPM, TMO or value-management system you already own — and it is the content those systems were bought to orchestrate.
How this relates to the other engagements.
Four engagements, each independently buyable — none requires another first. All four are delivered through Zero-Based Transformation™ and read through the GSDPI™ taxonomy.
If the transformation is not yet defined
Transformation Diagnostic reads the actual state and produces the architecture, blueprint and weighted register this engagement rationalizes.
If the machinery exists but underperforms
Transformation Oversight challenges and strengthens governance, measures and the value case on a transformation already running.
If no executive can carry it
Executive Transformation Leadership supplies accountable CTrO-level ownership of the program.
What rationalization does to a full portfolio.
The portfolio was full. The strategy wasn’t.
A $2.2B technology-enabled services enterprise had assembled 74 transformation initiatives claiming $142M of annual value. Every one was real and every one had a sponsor. Zero-Based Scoping™ reconciled the portfolio to $78M underwritten and a $70M commitment before funding, against which $51M of realization was modeled in the first twelve months.
“Our margin problem looked like delivery. It was being created upstream — in what we sold, how we scoped it, and what the service model could actually support. ETEGY made that connection impossible to ignore.”
Seven cases, one method: ZBT™ in Practice.
A ranked list is not a portfolio. Nothing was decided.
Bring the pains you already know about. We will form the program that resolves them.