The examples above all have the same priority Problem, only with increasing levels of complexity. Each one must begin by being clear on what matters. Most important is that brand, services and systems are the same.

Set a Standard for Operating Units

Here is what the regions might do to transform their operating units:

0•  History   Capture history for all locations, organize and train each location

1•  Vision 1   Design the transformation collaboratively with all location

2•  Vision 2   Carry out the transformation concurrently in all location

3•  Vision 3   Make sure all locations are fully operating on the new standard

4•  Visions Beyond   Compare specific results of old service and new

5•  Big Vision   Set a standard that everyone can achieve

The above approach could work for all regions, which would also create potential economies of scale and knowledge sharing between the regions. By comparing specific results, they can hone in on where to make further improvements.

Set a Standard for Regions

Here is what the government ministry might do to achieve a service and technology standard across all regions:

0•  History   Gather info on unique operating needs, issues or constraints

1•  Vision 1   Compare operations, draft the standard, collaborate to fit all in

2•  Vision 2   Share knowledge and resources as each region transforms

3•  Vision 3   Check alignment with the standard, tweak the standard or regions

4•  Visions Beyond   Compare specific results, tweak the standard or regions

5•  Big Vision   Set a standard that everyone can achieve

A standard should not be rigid but flexible. Its purpose is not to dictate rules but to help people maintain common ground. When it does that, it creates many benefits — economies of scale, shared knowledge and resources, and many efficiencies.

Set a Standard for Countries

To set a standard business model, the business would use the first bullets for operating units, dive into “Vision 1”, and collaboratively define a new business model. That is the way to arrive at a new model that all locations are able to adopt.

The global business can use the same approach as the ministry to transform its operating units to the same model. To set a standard across countries, the business would use the second bullets for the ministry, and change “regions” to “countries”.

The business and ministry can use similar approaches because both have similar Problems to Solve. Both need a standard for the same reasons, both must transform to set a standard, and both can develop their standard in the same way.

In the Examples

The ministry operating units were trained to manage their own redesign and transformation. During changeover, a central team provided 24/7 support, but not one operating unit called for assistance. All transitioned to the new model without incident.

The regions met to develop a standard. They outlined a framework of standards, discussed and made adjustments for all unique conditions (so that all regions could meet the standard), and finalized the standard, all within 3 weeks.