Dieses kleine, charmante „Bed and Breakfast“ liegt strategisch sehr günstig im historischen Downtown-Viertel Baixa an der Rua do Ouro. Sie wohnen auf . 8. Sept. Mit dem Beginn der IAA in der kommenden Woche bekommen die 7er Baureihe und die kommenden 8er Modelle einen eigenen Auftritt: The 7. 8. Sept. Mit dem Beginn der IAA in der kommenden Woche bekommen die 7er Baureihe und die kommenden 8er Modelle einen eigenen Auftritt: The 7. Sind Sie interessiert an Booking. Strand in der Nähe. Badezimmerdetails Haartrockner Dusche Badewanne Toilettenartikel. Verreist als Familie im September für Tage. Nichtraucher- und Raucherinformation Nichtraucherhotel. Detaillierte Wetterdaten der Region. Unterricht jeweils von Sonntag bis Donnerstag. An der gut 15 km langen Küstenlinie gibt es an die 20 Surfstrände für Anfänger. Das Personal sehr freundlich, mit guten Tipps. All rooms are non-smoking. Bieten Sie Ihre Unterkunft auf Booking. Eine Flasche Wasser gehört zu den kostenfreien Zusatzleistungen unseres Hauses. Paare schätzen die Lage besonders — sie haben diese mit 9,7 für einen Aufenthalt zu zweit bewertet. Prinzipien für persönlichen und beruflichen Erfolg Originaltitel: Rua Aurea , Lisboa, Portugal.
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Notify me of new posts by email. The image above is a simplistic diagram of the elements that are included in a marketing mix.
It is a basic concept, but here's the cold hard truth… If you don't understand it in detail or at all, then there is a fairly certain chance that you are missing out on the key ingredients that will ensure scalable success from the ground up.
Now, what is a marketing mix, exactly? Here are the principles used in the application of the right marketing mix: Marketing Mix 4P's A marketing expert named E.
The marketing 4Ps are also the foundation of the idea of marketing mix. In developing the right product, you have to answer the following questions: What does the client want from the service or product?
How will the customer use it? Where will the client use it? Are there any necessary features that you missed out?
Are you creating features that are not needed by the client? Does it have a catchy name? What are the sizes or colors available?
How is the product different from the products of your competitors? What does the product look like? There are three major pricing strategies, and these are: Market penetration pricing Market skimming pricing Neutral pricing Here are some of the important questions that you should ask yourself when you are setting the product price: How much did it cost you to produce the product?
Do you think that the slight price decrease could significantly increase your market share? There are many distribution strategies, including: Intensive distribution Exclusive distribution Selective distribution Franchising Here are some of the questions that you should answer in developing your distribution strategy: Where do your clients look for your service or product?
What kind of stores do potential clients go to? Do they shop in a mall, in a regular brick and mortar store, in the supermarket, or online? How do you access the different distribution channels?
How is your distribution strategy different from your competitors? Do you need a strong sales force? Do you need to attend trade fairs?
Do you need to sell in an online store? Promotion is comprised of various elements like: Sales Organization Public Relations Advertising Sales Promotion Advertising typically covers communication methods that are paid for like television advertisements, radio commercials, print media, and internet advertisements.
In creating an effective product promotion strategy, you need to answer the following questions: How can you send marketing messages to your potential buyers?
When is the best time to promote your product? Will you reach your potential audience and buyers through television ads?
Is it best to use the social media in promoting the product? What is the promotion strategy of your competitors? So, you have to make sure that you have a well-tailored process in place to minimize costs.
When you think of sports, the names Nike and Adidas come to mind. Here are the components of this marketing model: Cost — According to Lauterborn, price is not the only cost incurred when purchasing a product.
Cost of conscience or opportunity cost is also part of the cost of product ownership. Consumer Wants and Needs — A company should only sell a product that addresses consumer demand.
So, marketers and business researchers should carefully study the consumer wants and needs. Marketers should aim to create an open dialogue with potential clients based on their needs and wants.
Convenience — The product should be readily available to the consumers. Marketers should strategically place the products in several visible distribution points.
It gives knowledge and understanding about marketing mix. Hi, the author is: Feel free to link back to the website. Quiet simple explanations and easy understand.
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Hi I would like to use this in my task at school, but I have to refer to it. The author is myself: Mark Acutt Orginally published Your feedback is most appreciated.
Please share the site with your friends! Hi Rooney, Yes, no problem. Hoarding of materials or objects, theft and robbery , especially by means of violence , trickery , or manipulation of authority are all actions that may be inspired by Greed.
Such misdeeds can include simony , where one attempts to purchase or sell sacraments , including Holy Orders and, therefore, positions of authority in the Church hierarchy.
In the words of Henry Edward, avarice "plunges a man deep into the mire of this world, so that he makes it to be his god. As defined outside Christian writings, greed is an inordinate desire to acquire or possess more than one needs, especially with respect to material wealth.
Sloth Latin, tristitia or acedia "without care" refers to a peculiar jumble of notions, dating from antiquity and including mental, spiritual, pathological, and physical states.
The scope of sloth is wide. Mentally, acedia has a number of distinctive components of which the most important is affectlessness, a lack of any feeling about self or other, a mind-state that gives rise to boredom, rancor, apathy, and a passive inert or sluggish mentation.
Physically, acedia is fundamentally associated with a cessation of motion and an indifference to work; it finds expression in laziness , idleness, and indolence.
Sloth includes ceasing to utilize the seven gifts of grace given by the Holy Spirit Wisdom , Understanding , Counsel , Knowledge , Piety , Fortitude , and Fear of the Lord ; such disregard may lead to the slowing of one's spiritual progress towards eternal life, to the neglect of manifold duties of charity towards the neighbor , and to animosity towards those who love God.
Sloth has also been defined as a failure to do things that one should do. By this definition, evil exists when "good" people fail to act.
When bad men combine, the good must associate; else they will fall, one by one, an unpitied sacrifice in a contemptible struggle. Unlike the other capital sins, which are sins of committing immorality, sloth is a sin of omitting responsibilities.
It may arise from any of the other capital vices; for example, a son may omit his duty to his father through anger. While the state and habit of sloth is a mortal sin, the habit of the soul tending towards the last mortal state of sloth is not mortal in and of itself except under certain circumstances.
Emotionally and cognitively, the evil of acedia finds expression in a lack of any feeling for the world, for the people in it, or for the self.
Acedia takes form as an alienation of the sentient self first from the world and then from itself. Although the most profound versions of this condition are found in a withdrawal from all forms of participation in or care for others or oneself, a lesser but more noisome element was also noted by theologians.
From tristitia , asserted Gregory the Great, "there arise malice, rancour, cowardice, [and] despair Acedia in Chaucer's view is thus the enemy of every source and motive for work.
Sloth not only subverts the livelihood of the body, taking no care for its day-to-day provisions, but also slows down the mind, halting its attention to matters of great importance.
Sloth hinders the man in his righteous undertakings and thus becomes a terrible source of human's undoing.
In his Purgatorio Dante portrayed the penance for acedia as running continuously at top speed. Dante describes acedia as the failure to love God with all one's heart, all one's mind and all one's soul ; to him it was the middle sin , the only one characterised by an absence or insufficiency of love.
Some scholars [ who? Wrath Latin, ira can be defined as uncontrolled feelings of anger , rage , and even hatred. Wrath often reveals itself in the wish to seek vengeance.
Wrath may persist long after the person who did another a grievous wrong is dead. Feelings of wrath can manifest in different ways, including impatience , hateful misanthropy , revenge , and self-destructive behavior , such as drug abuse or suicide.
According to the Catechism of the Catholic Church, the neutral act of anger becomes the sin of wrath when it's directed against an innocent person, when it's unduly strong or long-lasting, or when it desires excessive punishment.
People feel angry when they sense that they or someone they care about has been offended, when they are certain about the nature and cause of the angering event, when they are certain someone else is responsible, and when they feel they can still influence the situation or cope with it.
In her introduction to Purgatory, Dorothy L. Sayers describes wrath as "love of justice perverted to revenge and spite ".
In accordance with Henry Edward, angry people are "slaves to themselves". Envy Latin, invidia , like greed and lust, is characterized by an insatiable desire.
It can be described as a sad or resentful covetousness towards the traits or possessions of someone else. It arises from vainglory ,  and severs a man from his neighbor.
Malicious envy is similar to jealousy in that they both feel discontent towards someone's traits, status, abilities, or rewards.
A difference is that the envious also desire the entity and covet it. Envy can be directly related to the Ten Commandments , specifically, "Neither shall you covet Dante defined envy as "a desire to deprive other men of theirs".
In Dante's Purgatory, the punishment for the envious is to have their eyes sewn shut with wire because they gained sinful pleasure from seeing others brought low.
Thomas Aquinas, the struggle aroused by envy has three stages: Envy is said to be the motivation behind Cain murdering his brother, Abel , as Cain envied Abel because God favored Abel's sacrifice over Cain's.
In accordance with the most widely accepted views, only pride weighs down the soul more than envy among the capital sins.
Just like pride, envy has been associated directly with the devil, for Wisdom 2: Pride Latin, superbia is considered, on almost every list, the original and most serious of the seven deadly sins: It is also thought to be the source of the other capital sins.
In even more destructive cases, it is irrationally believing that one is essentially and necessarily better, superior, or more important than others, failing to acknowledge the accomplishments of others, and excessive admiration of the personal image or self especially forgetting one's own lack of divinity, and refusing to acknowledge one's own limits, faults, or wrongs as a human being.
As pride has been labelled the father of all sins, it has been deemed the devil's most prominent trait. Lewis writes, in Mere Christianity , that pride is the "anti-God" state, the position in which the ego and the self are directly opposed to God: Pride leads to every other vice: One can be prideful for different reasons.
Author Ichabod Spencer states that "[s]piritual pride is the worst kind of pride, if not worst snare of the devil.
The heart is particularly deceitful on this one thing. In Ancient Athens, hubris was considered one of the greatest crimes and was used to refer to insolent contempt that can cause one to use violence to shame the victim.
This sense of hubris could also characterize rape. The term has been used to analyse and make sense of the actions of contemporary heads of government by Ian Kershaw , Peter Beinart and in a much more physiological manner by David Owen In this context the term has been used to describe how certain leaders, when put to positions of immense power, seem to become irrationally self-confident in their own abilities, increasingly reluctant to listen to the advice of others and progressively more impulsive in their actions.
Dante's definition of pride was "love of self perverted to hatred and contempt for one's neighbour". Pride is associated with more intra-individual negative outcomes and is commonly related to expressions of aggression and hostility Tangney, As one might expect, pride is not always associated with high self-esteem but with highly fluctuating or variable self-esteem.
Excessive feelings of pride have a tendency to create conflict and sometimes terminating close relationships, which has led it to be understood as one of the few emotions with no clear positive or adaptive functions Rhodwalt, et al.
Pride is generally associated with an absence of humility . John Gay states that "By ignorance is pride increased; They most assume who know the least.
In accordance with the Sirach 's author's wording, the heart of a proud man is "like a partridge in its cage acting as a decoy; like a spy he watches for your weaknesses.
He changes good things into evil, he lays his traps. Just as a spark sets coals on fire, the wicked man prepares his snares in order to draw blood.
Beware of the wicked man for he is planning evil. He might dishonor you forever. Benjamin Franklin said "In reality there is, perhaps no one of our natural passions so hard to subdue as pride.
Disguise it, struggle with it, stifle it, mortify it as much as one pleases, it is still alive and will every now and then peep out and show itself; you will see it, perhaps, often in this history.
For even if I could conceive that I had completely overcome it, I should probably be proud of my humility. The proverb "pride goeth goes before destruction, a haughty spirit before a fall" from the biblical Book of Proverbs , Pride is also referred to as "pride that blinds," as it often causes a committer of pride to act in foolish ways that belie common sense.
The first volume, Hubris ,  describes Hitler's early life and rise to political power. The second, Nemesis ,  gives details of Hitler's role in the Second World War , and concludes with his fall and suicide in Much of the 10th and part of 11th chapter of the Book of Sirach discusses and advises about pride, hubris, and who is rationally worthy of honor.
Pride is odious to both God and man; injustice is abhorrent to both of them. Sovereignty is forced from one nation to another because of injustice, violence, and wealth.
How can there be such pride in someone who is nothing but dust and ashes? Even while he is living, man's bowels are full of rottenness.
Once a man is dead, grubs, insects, and worms are his lot. The beginning of man's pride is to separate himself from the Lord and to rebel against his Creator.
The beginning of pride is sin. Whoever perseveres in sinning opens the floodgates to everything that is evil. For this the Lord has inflicted dire punishment on sinners; he has reduced them to nothing.
The Lord has overturned the thrones of princes and set up the meek in their place. The Lord has torn up the proud by their roots and has planted the humble in their place.
The Lord has overturned the land of pagans and totally destroyed them. He has devastated several of them, destroyed them and removed all remembrance of them from the face of the earth.
Pride was not created for man, nor violent anger for those born of woman. Which race is worthy of honor? Those who are good.
Which race is despicable? Those who break the commandments. The leader is worthy of respect in the midst of his brethren, but he has respect for those who are good.
Whether, they be rich, honored or poor, their pride should be in being good. It is not right to despise the poor man who keeps the law; it is not fitting to honor the sinful man.
The leader, the judge, and the powerful man are worthy of honor, but no one is greater than the man who is good. A prudent slave will have free men as servants, and the sensible man will not complain.
Do not feel proud when you accomplished your work; do not put on airs when times are difficult for you. Of greater worth is the man who works and lives in abundance than the one who shows off and yet has nothing to live on.
My son, have a modest appreciation of yourself, estimate yourself at your true value. Who will defend the man who takes his own life?
Who will respect the man who despises himself? The poor man will be honored for his wisdom and the rich man, for his riches.
Honored when poor-how much more honored when rich! Dishonored when rich-how much more dishonored when poor! The poor man who is intelligent carries his head high and sits among the great.
Do not praise a man because he is handsome and do not hold a man in contempt because of his appearance. The bee is one of the smallest winged insects but she excels in the exquisite sweetness of her honey.
Do not be irrationally proud just because of the clothes you wear; do not be proud when people honor you. Do you know what the Lord is planning in a mysterious way?
Many tyrants have been overthrown and someone unknown has received the crown. Many powerful men have been disgraced and famous men handed over to the power of others.
Do not reprehend anyone unless you have been first fully informed, consider the case first and thereafter make your reproach.
Do not reply before you have listened; do not meddle in the disputes of sinners. My child, do not undertake too many activities.
If you keep adding to them, you will not be without reproach; if you run after them, you will not succeed nor will you ever be free, although you try to escape.
Jacob Bidermann's medieval miracle play , Cenodoxus , pride is the deadliest of all the sins and leads directly to the damnation of the titulary famed Parisian doctor.
In Dante's Divine Comedy , the penitents are burdened with stone slabs on their necks to keep their heads bowed. It is translated to apathetic listlessness; depression without joy.
It is related to melancholy: In early Christian thought, the lack of joy was regarded as a willful refusal to enjoy the goodness of God; by contrast, apathy was considered a refusal to help others in time of need.
It also indicates love for those outside one's immediate family, specifically forming a new family with one's "beloved.
Pope Gregory combined this with tristitia into sloth for his list. When Thomas Aquinas described acedia in his interpretation of the list, he described it as an uneasiness of the mind , being a progenitor for lesser sins such as restlessness and instability.
Dante refined this definition further, describing acedia as the failure to love God with all one's heart, all one's mind and all one's soul ; to him it was the middle sin , the only one characterised by an absence or insufficiency of love.
Acedia is currently defined in the Catechism of the Catholic Church as spiritual sloth, which would be believing spiritual tasks to be too difficult.
In the fourth century, Christian monks believed acedia was not primarily caused by laziness, but by a state of depression that caused spiritual detachment.
Vainglory Latin, vanagloria is unjustified boasting. Pope Gregory viewed it as a form of pride, so he folded vainglory into pride for his listing of sins.
The Latin term gloria roughly means boasting , although its English cognate — glory — has come to have an exclusively positive meaning; historically, the term vain roughly meant futile a meaning retained in the modern expression "in vain" , but by the 14th century had come to have the strong narcissistic undertones, that it still retains today.Was für eine prächtige Silhouette bis zum Horizont. Ihr Abreisedatum ist ungültig. Plötzlich huscht ein schwarzer Schatten vorbei. Suiten, Nichtraucherzimmer, Barrierefreie Zimmer. Werbeinhalte werden gelöscht und Probleme mit dem Service von Schnellste spieler bundesliga. Zweibettzimmer mit Bmw masters 2 Einzelbetten. Ausstattung ok - Zimmer sehr klein - aber alles vorhanden. Die Stornierungs- und Vorauszahlungsbedingungen ändern sich je nach Zimmerkategorie. The 7 Hotel Jetzt buchen. Bettentyp Doppelbett Zustellbares Babybett. Buchungen für mehr Beste Spielothek in Musberg finden 6 Reisende.
This publication is available at https: These projects will help to fulfill our objectives set out in the Government Transformation Strategy - our plan to transform the relationship between citizen and state, harness new technology to improve public services and make government more efficient.
We co-chair the Transformation Peer Group, which brings together the wider government community to support the successful delivery of these projects.
In programmes as diverse as modernising courts and tribunals, introducing new ways of accessing general practitioner health services and reforming the welfare system, the combined scope and scale exceeds anything we have seen around the world in the public and private sectors.
It shows what the UK Civil Service can achieve. While the benefits of transformation can be huge, delivering these projects can be incredibly challenging.
By their very nature, complex transformations usually involve significant organisational and cultural change, introducing new ways of working, and experimenting with new and innovative technology.
Importantly, much of this needs to be delivered at the same time. The 7 Lenses provide a practical guide for understanding complex transformations.
They are the result of extensive collaboration between colleagues from across government who have first hand experience in leading large scale transformations, supported by external experts.
Seeing this expert community grow and create tools like the 7 Lenses gives us high confidence that we will continue to improve our ability to deliver the transformation of government for the benefit of citizens.
As of , government is working to deliver more than 50 major transformation projects. The sheer scope, scale and complexity of this portfolio is extraordinary.
We identified some common characteristics across the Government Major Projects Portfolio GMPP that helped us to define the transformation portfolio and to understand the nature of these projects.
These transformation projects are different in their nature from traditional major projects and invariably need multiple interdependent elements to be delivered concurrently.
In addition to the drivers for transformation set out above, many also feature the following characteristics:. Transformation programmes are extremely challenging in any environment, particularly as we face the delivery challenge of leaving the European Union.
But we have recognised the need to work together across government, to share experience and learn collectively to improve our delivery capability and capacity.
In we created a cross-government community of practitioners to share experience of transformation. We wanted to learn from successful work across government to identify areas we collectively need to tackle and improve our chances of delivery.
The 7 Lenses emerged from discussions with change leaders across government to develop a common language about what successful transformation programmes have in common.
All of these programmes are very different, but we were able to identify common themes that you need to get right. Using the lenses will give you confidence and reassurance that you are focussing on the right priorities, and will help you to identify which areas need more attention.
This tool was developed and reviewed by experienced practitioners from within and outside government from a variety of roles, including programme directors, senior responsible owners and chief digital officers.
We are grateful to them for being very candid in sharing their experiences of what has gone well, and less well, in the past. The Lenses prompted us to think through this organisational transformation from a variety of perspectives.
This publication supports ongoing work to help people understand what the 7 Lenses are and how they can use them. We built the 7 Lenses with the community and we would value feedback based on your experience of using them.
You can join the cross-government transformation community and find more community resources. The 7 Lenses are helpful when applied at different stages in your transformation journey.
This tool is primarily aimed at departmental change leaders, including senior responsible owners SROs , programme directors, chief digital officers and chief information officers.
It has proven to be equally applicable to any size organisation including agencies, small departments, parts of a big department and big departments.
The 7 Lenses are particularly useful to give teams a common language and consistent framework for talking about transformation.
They are useful throughout the lifecycle of the transformation. The 7 Lenses can be used as part of delivery assurance at different stages of the project, and especially at major project review points.
Familiarising yourself with the 7 Lenses and where you are will enable you to have better conversations at these review points. The 7 Lenses maturity matrix has been developed to help teams reflect on how their transformation programme is performing today, and agree an ambition for where it should be in 6 or 12 months.
The vision gives clarity around the social outcomes of the transformation and sets out the key themes of how the organisation will operate.
The vision is a compelling picture of the future that aligns stakeholders around the purpose of the transformation, the scale of the ambition and the nature of the benefits.
It creates the case for change and describes the user needs, the social and policy outcomes of the transformation. It defines how the organisation will operate.
Having a single view of the future can motivate people to collaborate towards shared outcomes, set the direction for subsequent transformation activities and provide a tool to ensure consistency between organisations.
The vision should be owned by those at the top of the organisation but created by people who represent the breadth and diversity of the business.
Having a clear and understandable vision for this programme has been critical. The HMCTS reform programme seeks to combine our respected traditions with technology to modernise and upgrade our justice system, making it easier to access for members of the public who find themselves involved in the system and easier to work in for our colleagues, legal professionals, judges and support services.
This has been a well-received and understood campaign with plenty of supporting materials both visual and written guides , and sets a clear vision for HMCTS staff, users of HMCTS services, legal professionals and the judiciary to understand and engage.
The design sets out how the different organisations and their component parts will be configured and integrated to deliver the vision. Having a coherent design is important because complex transformations need a view of how the whole picture fits together to deliver the vision - for example service design, technology architecture, people structures, processes and contracts - and how the transformation fits more broadly with other parts of the organisational context.
Operating model and agile approaches are useful tools and are complementary - the design approach must adapt to the context and operating environment.
It is important to understand which elements need to be defined in advance and which must be iterated as the design progresses.
Digital Services at the Border DSAB is a good example of a programme where getting the design right has been fundamental.
Launched in , DSAB is a successor to the Home Office e-borders programme and is a business transformation programme enabled by information and computer technology.
DSAB required a clear and coherent design because of its inherent complexity. The new software system must cover all main points of entry at UK airports and ports, and the interface with IT security systems.
The design had to consider multiple visions across all three areas of people movement Border Crossing , freight Advanced Freight Targeting Capability and advanced security checking Advance Border Control.
The programme achieved this by getting absolute clarity and freezing of the scope to be delivered. This enabled the team to focus on the service design and the technical architecture.
Furthermore, effective resourcing, robust planning and scheduling was critical. Implementation teams were allowed to challenge the design to ensure it was deliverable.
The design work also included setting the appropriate management information to monitor performance during delivery.
Independent assurance reviews were also critical to the programme as an external sense check that the design would deliver intended outcomes.
The plan needs to retain sufficient flexibility to be adapted as the transformation progresses while providing confidence of delivery.
The plan provides a roadmap for identifying the sequencing and interdependencies between the different elements and responsibilities across the transformation programme or activity.
This helps you to understand where you are heading and have a way to measure that the transformation is on track, while understanding how any critical services will be sustained during the change.
All projects need a plan, but for transformation the plan must reflect the complexity of the programme and accommodate the fact that not everything can be known upfront.
It is not just about creating the roadmap as a one off activity, but about the process of iterating and maintaining it within a constantly evolving environment that cuts across organisations.
To be successful, organisations need to invest in both adaptive leadership skills and intelligent programme management capability.
Invest time and effort upfront in developing a credible plan. This will save time and avoid delay at a later stage.
Plan the transformation in chunks that are achievable and can demonstrate incremental success - you can rarely do everything at once. Ensure that the plan is achievable given the constrained delivery capacity.
Use the planning process to detail the resourcing requirements, support understanding of the readiness of the organisation to transform, and plan internal and external communications.
Join project plans up within, and across, the organisation. Operating model changes and other transformational changes need to map to policy commitments.
The programme originally suffered from having delivery timetables and costs committed to and announced before having properly engaged with delivery teams.
This led to a reset in and a rethink of the entire delivery approach to enable a more realistic prospect of successful delivery. This enabled the project to be successfully rolled out, safely and securely, in incremental stages, iterating the plan and the service based on what they learned.
Delivering a transformation often means motivating into action a large network of people who are not under the direct management of the transformation leader.
Whereas leadership of traditional projects tends to be about minimising uncertainty, transformation leadership is about creating the right amount of uncertainty to generate productive organisational distress.
This requires a higher appetite for risk and an understanding that transformation can take a significant amount of time.
Alongside specific programme delivery, transformation leaders need to bring together multiple interrelated disciplines, which will typically include organisation design, culture change and human resources HR activity.
Having strong leadership is critical to the effective delivery of transformation. The complexity of transformation places a high demand on the leader and transformation leaders need to recognise this by employing an adaptive leadership style that sustains energy, manages uncertainty and drives a common purpose.
One leader cannot do everything. Good leaders are aware of their capabilities and bring in the right people to support them to generate better solutions than they could on their own.
Leaders need to be supported by a strong enabling environment with strong sponsorship from the top. The senior team needs to be in agreement around what the transformation vision is and lead from the front in communicating this to the organisation and its stakeholders.
Leaders are often required to deal with other business pressures outside of their transformation role.
This competition for focus and time can be a distraction to successful programme leadership. There are not yet enough experienced transformations leaders in government to meet current demand.
Very senior leaders must balance the needs of getting early momentum on the programmes with the need to secure the right calibre of SRO or programme director.
Based on the experience of the transformation community, the new elective module aims to help project and programme leaders understand some of the nuances around transformation leadership and focus more on the people elements of transformation.
It was more important to help our transformation colleagues reflect on their progress, assess themselves, and come up with solutions together.
We tested an early prototype. We ran a pilot with one of our business areas to get a sense of how it worked, whether it was useful, and whether it was having the right outcome.
They did not love it. The main sticking point was that it was too complicated. So we went back to the drawing board and started work on a simpler grid that presented the ratings for each lens on a page in an easy-to-understand way.
Directors and their teams in all areas of the Home Office used this tool. As well as talking about where they were, they also assessed where they wanted to be in 6 to 12 months.
In every session we ran, we stressed that the conversation was more important than the score. We encouraged honesty and brought out ideas for how to keep improving.
We did not want people competing for high scores or skewing the results. We were worried that people would score themselves too high, especially if their scores were being shared.
But in practice, we found the opposite. Some areas were actually too harsh on themselves. When the results came back to the executive committee, we anonymised them.
We presented overall scores, trends, and areas of weakness but did not single out specific business areas. As a result, people were more honest when using the matrix and talking about next steps.
The conversations the committee had on the day were an honest look at where the department was and where it needed to be.
Overall, it was a real success, and they left the room with a collective assessment and a direction to work towards. At first, your discussions may feel a little uncomfortable.
Ours did at the beginning. When assessing something of this importance, you may want to reach for hard evidence and statistics. However, transformation by its very nature has a significant unquantifiable element.
We found trying to think in that way did not help reach the right insights. The discussion about your level of maturity, where you want to be, and how you get there is the most important part - not the number you end up on.
We hope you find the 7 Lenses Maturity Matrix useful. Download it, use it in your team, and start a discussion of your own.