Zero-Based Redesign (ZBR) Cost Transformation (PowerPoint PPTX Slide Deck)

VALUE CREATION PPT DESCRIPTION

This product (Zero-Based Redesign [ZBR] Cost Transformation) is a 34-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.

Cost Productivity is our management system for lowering unit cost while protecting service, quality, and growth capacity. Zero-Based Redesign (ZBR) is the method that decides what work deserves to exist, then designs how it should run. Together, they fund growth, build resilience, and make results durable.

ZBR follows a 3-phase process: set a bold ambition, design for the future, deliver results. This sequence links strategy, design, and delivery, and keeps value, service, and risk visible.

The ZBR Cost Transformation framework delivers impact through 8 actions that move from ambition-setting to Design, Deployment, and Change Management. We use ZBR to make Cost Productivity repeatable, visible, and tied to outcomes.

1. Align leadership around bold ambition
2. Identify sources of value and set direction
3. Design an ideal state that supports strategy (the "what")
4. Design the future state (the "how")
5. Define a holistic blueprint
6. Detail design
7. Scale and deploy
8. Manage the change

We define Cost Productivity, introduce ZBR, explain the 3-phase process, and provide 8 action deep dives with diagnostics, examples, and a reusable visual that tracks progress across the deck.

This deck on Zero-Based Redesign also includes slide templates you can use in your own business presentations.

Source: Best Practices in Value Creation, Cost Management PowerPoint Slides: Zero-Based Redesign (ZBR) Cost Transformation PowerPoint (PPTX) Presentation Slide Deck, LearnPPT Consulting

VALUE CREATION PPT SLIDES

Stages of Value Capture in Zero-Based Redesign Framework

This PPT slide outlines the stages of value capture within a Zero-Based Redesign (ZBR) framework, emphasizing a three-wave process spanning 18 to 36 months. It begins with an initial phase of quick wins, which typically occur within 6-9 months. During this period, organizations focus on redefining activities, such as eliminating unnecessary tasks and reducing service levels, to generate early value.

The next wave, lasting roughly 9-18 months, involves no-regret moves. These are more strategic adjustments like automation, standardization, and expanding reporting capabilities, designed to increase efficiency without significant risk.

The final phase, extending over 18-36 months, aims for large-scale transformations or "big bets." These involve comprehensive end-to-end process changes, including network reconfigurations and the adoption of advanced technologies like AI, to realize substantial value gains of 20-30%.

The slide emphasizes that early wins and no-regret moves are critical for building momentum and scaling impact over time. It suggests that organizations should prioritize quick, manageable improvements initially, then progressively undertake more ambitious, transformative initiatives. The visual reinforces the idea that value is captured incrementally, with each wave building upon the previous, ultimately leading to significant, sustained change.

The slide also hints at the importance of strategic planning and timing, as well as the need to embed major process changes carefully to maximize long-term benefits. Overall, it offers a structured approach for managing large-scale redesign efforts, ensuring that initial gains support subsequent, more substantial transformations. This framework can serve as a roadmap for executives seeking to maximize value from process improvements over an extended period.

Structured Three-Phase Approach to Zero-Based Redesign Implementation

This PPT slide outlines a structured approach to implementing Zero-Based Redesign (ZBR) through a three-phase process, emphasizing eight core actions. The process begins with setting a bold ambition, which involves aligning leadership around a clear and compelling goal. This step is crucial for establishing strategic direction and buy-in.

The second phase, designing for the future, focuses on identifying value sources, designing the ideal future state ("what"), and planning the steps to reach that state ("how"). This phase ensures the redesign is grounded in a clear vision and practical planning.

The final phase, delivering results, involves detailed cross-functional design using Agile sprints and scaling the solutions for deployment. The slide emphasizes linking these phases to strategy and change management, highlighting the importance of managing change throughout the process. The visual map connects each phase with linked actions, illustrating a logical flow from ambition to execution. A key takeaway is that successful ZBR implementation relies on a disciplined, phased approach with clear actions at each stage.

The process is designed to foster strategic clarity, operational planning, and effective execution, ultimately enabling organizations to realize significant cost and efficiency improvements. The slide also underscores the importance of managing change across all phases to sustain benefits and ensure adoption. The overall message is that ZBR is a comprehensive, methodical effort that requires deliberate planning and execution, supported by a strong change management framework. This approach can be particularly valuable for organizations seeking to optimize operations and drive transformation at scale.

Structured Approach to Building a Fact Base for Strategy

This PPT slide outlines a structured approach to establishing a clear fact base for strategic direction, specifically through the process of identifying sources of value. The core action involves creating a detailed cost map by activity and function, supported by external benchmarks, complexity scores, and digital readiness assessments.

The goal is to compare the current state with best practices, then redefine each function's mission to align with organizational objectives. Setting investment posture, design principles, and cost targets is emphasized as critical steps, along with communicating these elements effectively to leadership.

The timeline suggests a 4 to six-week period for diagnostics, resetting efforts, and confirming the strategic direction.

An example illustrates how a finance function might pivot towards efficiency by establishing a baseline cost map, complexity scores, and design principles, then mobilizing workstreams to support the new mission.

The overall message emphasizes the importance of building a rigorous, data-driven foundation to guide transformation efforts. This approach helps organizations identify where value resides, understand current performance relative to external standards, and set a clear, actionable path forward.

For potential buyers, this slide offers a practical methodology for aligning cost management with strategic priorities, ensuring that subsequent actions are grounded in a comprehensive understanding of current capabilities and opportunities. It highlights the importance of external benchmarking, digital readiness, and leadership alignment as key enablers for successful transformation initiatives.

Structured Deployment Approach for Banking Transformation

This PPT slide outlines a structured approach to prioritizing, sequencing, and scaling deployments aimed at delivering measurable results within a banking context. The core action is labeled "Scale and deploy," emphasizing the importance of moving from design approval to tangible implementation. The overview clarifies that the process involves converting approved designs into deployable units, managing the backlog, and executing a wave plan that accelerates benefits. It highlights the necessity of standing up dedicated scale teams, standardizing operational procedures, and tracking progress through a centralized command center. The focus is on ensuring that deployments are methodical, with clear milestones, owners, and risk mitigation steps.

The details section provides a step-by-step guide for translating designs into repeatable packages, prioritizing deployment waves based on strategic importance. It stresses the importance of establishing a timeline spanning 6 to 18 months, with specific phases for different functions—Wave 1 in 6-9 months, Wave 2 in 9-18 months. The guidance emphasizes managing interdependencies and adjusting plans swiftly to keep the deployment on track. It advocates for maintaining an updated sprint backlog, a mitigation plan, and a clear roadmap to keep the deployment aligned with overall objectives.

A practical example illustrates how a finance automation project scaled from 2 pilot markets to fifteen waves, with weekly dashboards tracking progress, benefits, and bottlenecks. The slide underscores that a disciplined, wave-based deployment approach can accelerate realization of benefits and improve operational efficiency. Overall, this slide offers a comprehensive blueprint for executing large-scale transformation initiatives with a focus on disciplined planning, execution, and continuous monitoring. It is valuable for executives seeking to understand how to systematically implement complex change programs in a banking environment.

Link Between Long-Term Cost Productivity and Shareholder Value

This PPT slide presents research findings that highlight the link between sustained cost productivity and shareholder value. It focuses on the relationship between a company's long-term commitment to maintaining productivity and its impact on TSR (Total Shareholder Return).

The core visual is a chart comparing the average TSR CAGR from 2016 to 2021 across companies with varying durations of positive productivity performance. The data shows that organizations maintaining productivity for 5 years delivered a 22% TSR CAGR, significantly higher than the 8% sample average.

The distribution of companies by years of positive productivity is skewed toward shorter durations—most companies sustain for 0-1 years or 2 years, with fewer maintaining for 3, 4, or 5 years. This indicates that few companies sustain discipline over the long term,, but those that do outperform.

The accompanying notes emphasize the importance of a multi-year productivity program, openly tracked and tied to leadership accountability. The key takeaway for potential buyers is that a sustained, disciplined approach to cost productivity directly correlates with shareholder value creation.

The slide underscores that long-term commitment, rather than short-term fixes, is essential for meaningful performance improvement. It also suggests that organizations with a multi-year focus on productivity are rare, but highly valuable, reinforcing the need for strategic, disciplined change management. The overall message is clear: investing in a multi-year productivity program can significantly enhance shareholder returns,, but it requires leadership commitment and ongoing tracking. For executives, this slide offers a compelling case for embedding sustained productivity initiatives into strategic planning to unlock long-term value.