Do You Have a PMO, CMO, or TMO?
Many medium to large organizations have a Project Management Office (PMO) or a Change Management Office (CMO), but have you heard about the growing trend towards a Transformation Management Office (TMO)? And do you need one of these?
The name isn’t the important thing—what really matters is where you focus your efforts to get your strategies moving. I’ve set up and run many “TMOs” over the years, though they haven’t been called that. Instead, we built teams that combine strategic, project management, and change management skills with a clear focus: helping the business execute strategy. We provided structure, coordination, and encouraged people to build momentum—all while fitting in with the organization’s culture. All the executive McKinsey-style one-page templates that our team have used with clients on 50+ transformations, and the techniques have been refined over time. Now called The Turbocharge ApproachTM, it is an holistic, ecosystem-based way of working. It includes:
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Change management
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Project management
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Business strategy
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and culture
We don’t get hung up on specific methodologies or terminology, as this works with all in-house methodologies.
Whether it’s a PMO, TMO, or CMO, the key is breaking away from siloed thinking. This is the future of delivering strategy. And this approach works (96% of the time).
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Here are three quick tips for accelerating your execution – with or without a TMO:
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1. Focus on integration, not terminology. Don’t get focus on the name, whether it’s called a PMO, CMO, or TMO. Instead, focus on integrating project management, change management, and your strategic thinking to create a unified approach that fits your organization’s culture.
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Create momentum by involving people. Build momentum by engaging your team early and effortlessly. Keep everyone moving in the same direction.
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Adapt to your culture. Your approach should fit the culture of your organization. A strategy that doesn’t align with the way people already work and think will face resistance, no matter how perfect the plan seems on paper. For example, sometimes I work with small to medium organizations or those have an entrepreneurial culture. In these cases, we don’t use the word “project governance”, there is no PMO-type function, and there are no change manager roles. Instead, the business leaders learn to do “lightweight” non-bureaucratic project and change management themselves, and this suits these organizations perfectly well.
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*** Please forward this article to someone who will also find it valuable. ***
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Want to dive deeper into this pragmatic, lean, agile, future-focused approach? Check out my upcoming 2 day online LIVE Strategy Execution Bootcamp here– designed for experienced business leaders who don’t have time for bureaucratic project governance, but crave clarity and cut-through to deliver their strategic plans. (And if you don’t have 2 full days in October, and would rather be part of a continuous self-improvement journey, join Turbocharge Hub
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Quote of the week
“If everyone is moving forward together, then success takes care of itself.”
Henry Ford
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____________ Keep turbocharging with a culture-friendly approach 😊🌱📈 |
PS Turbocharge your strategic influence 😊🌱📈
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About Lisa Carlin
Lisa Carlin is a Strategy Execution Specialist. She works with business leaders to plan and execute their strategies in tough environments. Her clients love having her expertise and guidance to navigate their workplace culture and use AI to achieve success.
Lisa created The Turbochargers Hub, so leaders can master the art of strategic influence and generate momentum for organizational change.
Lisa is author of the globally acclaimed newsletter, Turbocharge Weekly, read by 8,000 business leaders.
Lisa’s career includes roles at McKinsey and Accenture, then running her own business since 1999. Over this time she has delivered over 50 implementations with a 96% success rate.