THE WORK AT A GLANCE
Establishing the Infrastructure to Govern and Advance Business Transformation
What We Did
Lotis Blue helped a Top 15 accounting firm establish and operate a Transformation Office to bring greater structure, governance, and accountability to its business transformation agenda. We developed the processes, tools, roles, and communications needed to manage strategic initiatives, served as interim Transformation Office staff, and hired and onboarded the internal team that would sustain the work.
The Impact
The firm gained a dedicated Transformation Office, a more disciplined portfolio of strategic initiatives, and stronger visibility into transformation value. The work established eight priority projects across six capabilities, identified $240 million in first-year ROI, eliminated $800,000 in recurring fees, and increased firmwide understanding of the transformation strategy.
INDUSTRY
Accounting
SERVICES
STRATEGY ALIGNMENT
CHANGE MANAGEMENT
Top 15
Public Accounting Firm
$1.3B+
Revenue
400+
Partners
30
Offices
01 – BUSINESS ISSUE
Creating the Infrastructure to Execute a Firmwide Transformation Strategy
The firm had defined an ambitious business transformation vision but lacked the infrastructure, processes, and resources required to execute it. Multiple strategic initiatives were advancing simultaneously without consistent governance, ownership, evaluation, or coordination, making it difficult to prioritize investments and sustain momentum.
01
Strategic initiatives lacked clear leadership ownership, roles, accountability, and success measures.
02
Business cases, ROI assessments, reporting, governance, and coordination were applied inconsistently.
03
Concentrated executive decision-making slowed progress and limited broader ownership and innovation.
04
Employees lacked a clear understanding of the transformation strategy, expected benefits, and progress.
02 – OUR APPROACH
Building and Operating a Transformation Office for Sustainable Execution
Lotis Blue partnered primarily with the chief innovation officer while engaging the CEO, CFO, COO, managing partners, and other firm leaders. We developed the governance model, tools, processes, and templates needed to assess initiatives, clarify accountability, monitor progress, and coordinate execution across the transformation portfolio.
Serving as interim Transformation Office staff, we guided current and new projects through the process and worked with initiative leaders to define objectives, business cases, success measures, and reporting requirements. We also partnered with the communications and human resources teams to prepare the firm for long-term internal ownership.
Building on this work, we:
- Established a standardized process for evaluating, prioritizing, governing, and reporting on transformation initiatives.
- Developed tools and templates for business cases, ROI calculation, initiative planning, and portfolio oversight.
- Created firmwide communications that clarified the transformation vision, progress, and long-term direction.
- Developed job descriptions, onboarding materials, job architecture, career paths, and advancement criteria for Transformation Office roles.
- Hired and onboarded an associate director and specialist before transitioning all responsibilities to the internal team.
8
projects in the initial transformation portfolio
6
dedicated transformation capabilities
$240M
in first-year ROI identified
03 – BUSINESS IMPACT
Creating a Sustainable Engine for Business Transformation
The firm established a fully functioning Transformation Office with the governance, processes, and resources needed to guide business transformation from strategy through execution. Leaders gained a more consistent way to evaluate initiatives, assign ownership, monitor performance, and coordinate work across the organization.
The initial portfolio included eight projects spanning six dedicated capabilities and identified $240 million in first-year ROI. By hiring and onboarding an internal team, the firm also eliminated $800,000 in recurring external fees while creating a sustainable structure that could evolve with its transformation agenda.
01
Established a durable Transformation Office with clear governance, tools, processes, and accountability.
02
Created greater visibility into initiative value, priorities, progress, and expected returns.
03
Identified $240 million in first-year transformation ROI across the initial portfolio.
04
Reduced recurring costs by $800,000 while transitioning ownership to dedicated internal staff.
