| C-Level Sponsor (Executive Committee member) | Transformation Lead |
| A serious sponsor is neither a passive supporter nor an IT relay. They are a carrier of organizational continuity. Minimum shared competencies: – Real authority Ability to arbitrate across functions, priorities, and budgets. Without it, transformation remains local and reversible. – Long-term orientation Understanding that transformation is neither a trend nor a one-off project, but a durable reconfiguration of organizational capabilities. – Senior political sensitivity (non-intrigant) Fine-grained reading of internal balances, legitimate resistance, and zones that must be protected. No naïveté, no short-term power games. – Functional understanding of technology Not technical expertise, but the ability to: understand what technology can and cannot do, distinguish marketing promises from actual capabilities, ask the right questions to experts. – Explicit ownership of meaning The why of the transformation cannot be delegated. What cannot be delegated by the sponsor – The political legitimacy of the transformation – Structural arbitrations – The protection of the long-term trajectory against opportunistic recapture | The transformation lead is an architect of transition, not an extended project manager. Key competencies: – Very strong understanding of technological stakes, without requiring low-level technical expertise → ability to engage on equal footing with both business and technical experts. – Systemic vision Understanding the organization as a living system: perception, decision, execution, feedback. – Mastery of phase transitions Cognition → Stabilization → Entropy management. Knowing when to change logic, not just tools. – Ability to define and enforce “stop rules” When not to automate. When not to industrialize. When to preserve human judgment. What cannot be delegated by the transformation lead – Overall coherence – The collaboration framework between profiles – Systemic risk reading (not just delivery risk) |