The BFR Methodology is a holistic and granular transformation
approach designed to deliver a specific goal within a stipulated period
of time. The goal can range from a nationwide socio-economic target
to a commercial entity’s bottom line.
The methodology is anchored by the 8 Steps of Transformation and
the 6 Secrets of Transformational Leadership.
This provides the discipline to outline issues and to
deliberate these issues in a robust environment with the
view of developing implementable programmes.
1 Strategic Direction
The organisation must set the strategic direction by determining the transformation goal from the onset, the time period in which this must be achieved and key areas of focus to transform within the duration of the programme.
The Lab involves intense problem-solving, rigorous analysis and stakeholder engagements, supported by a facilitator team. It is a methodology and process used to achieve results swiftly through collaboration and stringent deadlines.
3 Open Day
The Lab findings and recommendations are shared with all stakeholders (civil servants, selected members of NGOs and civil society, academicians and the private sector).
In the context of an organisation, the Lab findings will be shared with the employees of the organisation in a town hall setting. All stakeholders are given opportunity to air their views, feedback and recommendations.
The roadmap is published and made available to everyone involved in the transformation agenda to provide transparency and to establish the commitment of the leadership towards delivery.
All Lab findings and recommendations are published in the roadmap which acts as a point of reference for future enquiries and communication.
5 KPI Targets
In ensuring that implementation of the roadmap is followed through, Key Performance Indicators (KPIs) are outlined. Leaders of each key priority area are appointed to be responsible towards the overall delivery of the KPIs within the agreed timeframe.
The targets set are stretched targets, yet highly implementable by the responsible parties.
The transformation agenda is a meticulously detailed plan of implementation, which requires the cooperation and coordination of a large body of stakeholders.
From corporate partners to NGOs, from Cabinet Ministers to front-line civil servants, execution of the initiatives can be a complicated task and it is here that the monitoring agency plays its most vital role. In addition to coordinating the execution of initiatives, it also monitors their progress and takes remedial action where necessary.
7 IPR / Audit & Validation Process
The IPR, which comprises a panel of international experts, invites outside-in perspectives to continually improve on the work done and to ensure momentum is sustained in the transformation journey. The panel comprises of independent third-party experts ranging from international development organisations to large-scale multinational corporations as well as representatives from other Governments.
This session is convened every year to ensure a constant cycle of evaluation and renewal to ensure relevance to the organisation’s targets. The full year results go through an Agreed-Upon-Procedures (AUP) validation process conducted by external auditors to ensure that the quantitative aspects of the results achieved are subjected to the most stringent levels of scrutiny.
8 Annual Report
The Annual Report is published to provide an update on the progress of the transformation programmes. Full disclosure of the achievements and shortfalls are shared with all stakeholders.
A proprietary thought process and discipline to enable that
1 The Game of Impossible
The journey starts by setting Olympian or impossible targets. Stretched targets will force creativity, and out-of-the-box solutions to achieve targets.
2 KPIs and Outcomes
Being focused and having a clear end game in mind is crucial. Recommendations and projects outlined towards achieving the target is translated into clear, measurable outcomes. Each KPI is justified with a watertight rationale that was formulated in the Lab.
3 Discipline of Action
Discipline of action is the backbone of any successful transformation journey. All parties involved must first agree on what constitutes success, thereafter anchoring on how success will be measured.
The action plan is broken down into detailed activities, specific towards the granular details of its deliverables. Close monitoring enables the organisation to immediately identify problematic areas that require intervention. Communicating real time achievements and challenges to stakeholders provides transparency and accountability.
4 Situational Leadership
It is about adapting your leadership style according to the different stages in the team’s development throughout the transformation journey, where a more directive style will be more applicable in the early stage and this evolves to a more empowering style.
5 Winning Coalition
This is about understanding the issues at hand, and resolving them through a collaborative process, either through negotiation or discussion to ensure all parties remain aligned.
6 Divine Intervention
Divine Intervention begins with an honest acceptance of what is within our control and realising that there are external factors beyond our means. Therefore, it is important to uphold strong values and ethics throughout any transformation journey.