Whitewater Methodology


Whitewater processes 

Whitewater has developed a suite of processes and in-house training to enable internal transformational leaders to confidently plan and fully implement a bold and innovative reinvention journey within their risk tolerance profile.  We use proven products and technologies, combined with tailor-made AI enhanced analytics.



Why do 2 out of 3 Transformations fail?

Whitewater has extensively researched causal factors for failures in Transformations, these include:

•    Repeating past mistakes
•    Board and senior management operational not transformational
•    Lack of transformational implementation experience
•    Too much or too little data and poor analytics
•    Organisational inertia


Why do 90% of Whitewater Transformations succeed?

Whitewater and its executive have implemented over 200 transformations from whole organisations to specific divisions of multi-national organisations, across all industry sectors, different cultures and different timeframes. These transformations have required significant restructures, the redeployment or termination of thousands of employees from the top levels of management to factory workers, closing down once core operations and opening up new, dynamic businesses and more. We have developed frameworks, tools and approaches to ensure Whitewater Transformations will be successful.

Our approach is based on four key lenses to the Whitewater Transformational Dashboard that have to be executed in this order.  




Whitewater’s frameworks, processes, systems and training enable our clients to confidently plan and fully implement a transformational journey themselves that is bold and innovative within their risk tolerance profile.

These processes contain a new approach to managing strategic options to meet disruption, new technologies and processes to accelerate the reinvention of organisations using modern tools to measure and control risk. 

Purpose and direction – involve the customers & frontline staff

The depth and breadth of issues requiring organisational reinvention must be seen through the eyes of the customers and staff not through the eyes of the executive. 

The focus should be on what the customers actually want, understanding why they are going elsewhere, why they aren’t buying the organisations’ products/services, and why is the company not delivering what they want?  The current structure, purpose, systems and the way the organisation operates needs to be rethought and reinvented.

Senior executives and their teams are often entrenched in an ‘executive power sharing arrangement’, which reinforces silo thinking.  So the customer and frontline insights tend to be reinterpreted into the power sharing agendas of the senior executives and their teams.

The result of this behaviour is executives and their teams articulating the issues to be addressed through their existing power structures and rarely dealing with the real core problem –  reviewing the status quo.

Big hairy audacious goals (BHAGs) in business are easier to achieve because they are clear, exciting and different to the past. They are a major break from the present, setting forth a new future for the organisation rather than a tweak of the organisation or a change in one part of the organisation but not the whole business. This is one of the key reasons that pure digital transformations fail, they are generally seen by most of the organisation as a transformation not of the business but the way products and services are delivered – this is innovation, not transformation.

Evidence-based decision making

Too often transformation plans are based on generic external data and historic internal information (and gut instinct).  These are no longer acceptable in this new world of big data and powerful predictive analytics. Evidence based management (EBM) is at the core of Whitewater’s approach based on insights from hundreds of transformations.  

In this world of big data, multiple information sources and emerging predictive analytics, an evidence-based approach assists Boards and executives better manage technology and risk while making speedy decisions on the basis of the best available evidence. If they are to succeed in transformation at scale the risks, rewards and costs must be continuously assessed against visible evidence and deep analytics.

The aim of EBM is to ensure full transparency and relevance of independent data including assessing evidence quality and how to make decisions where evidence is ‘lacking’. Operating EBM in areas of high uncertainty.


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The reality is when you’re undertaking transformation at speed (the Whitewater variety) you need to accept the data you have and deal with it the way it is. Whitewater treats ‘dirty data’ with a series of assumptions allowing the data to self-cleanse over time. 

There are many sources of data - what combination of these is needed is transformation specific:

•    Internal data
•    External data including customer analytics
•    Predictive analytics

Predictive analytics (AI) are used at all times to guide the direction of the transformational journey.