Dominique Lambert

💼 Role & Scope

Establishment and management of the Transformation Management Office (TMO), the central unit for qualifying, steering, and evaluating company-wide transformation portfolios.

The TMO sets the framework for stop/go decisions by management for all current and planned company-wide multi-million euro projects, including clear, transparent recommendations for their prioritization and sequencing.

💼 Role & Scope

Responsible for realigning a department of over 600 people as part of the top management team. Leading a dedicated team of Agile Coaches and managing the entire transformation architecture – strategically, structurally, and culturally.

🏁 Result

Fundamentally professionalized organization – lower friction and costs, faster implementation, higher team motivation, and visibly more effective leadership.

Key Contributions

🔹 Rearchitected strategy and implementation processes

► Created a clear link between vision, priorities, and operational execution

🔹 Established Business-IT alignment and communication structures

► Anchored common goals, priorities, and decision-making pathways

🔹 Developed Leadership Operating Model

► Strengthened roles, responsibilities, and leadership culture

🔹 Introduced a department-wide impediment removal process

► Systematically identified obstacles, assigned responsibilities, and developed solutions

🔹 Consolidated over 35 Jira boards

► Created cross-departmental controllability and transparency

🔹 Led a team of Agile Coaches, established skill matrices and improvement processes

► Strengthened learning and development culture

💼 Role & Scope

Leading member of the Agile Leadership Team, responsible for the transformation of a department with over 250 employees. Leading and supervising a management team in the transition from a project to a product organization according to LeSS – focusing on alignment, structure, and effectiveness.

🏁 Result

Fundamentally realigned leadership and ways of working – significantly improved transparency, priorities, and decision-making capability. The department became predictable, cost-efficient, and culturally consolidated.

Key Contributions

🔹 Co-designed the product-centric organizational architecture according to LeSS

► Shifted the portfolio from project to product logic, significantly improving controllability and focus

🔹 Co-developed the playbook for agile transformation

► Created uniform guardrails and phased models applied across departments

🔹 Supervised and coached executives

► Established new leadership styles, feedback formats, and reflection routines

🔹 Strengthened the impediment removal process

► Systematically addressed structural obstacles and established sustainable solution mechanisms

🔹 Point of contact for over 30 Agile Coaches

► Harmonized standards, methods, and effectiveness within the organization

🔹 Fostered transparency and delivery excellence

► Created clear visibility of priorities and progress, noticeably increasing efficiency