The Stellar Approach^®

Stellar Transformation Architecture

To shape a successful regenerative transformation, you need, on one hand, foundational transformation know-how that plays a key role in any major change process. On the other hand, there are specific workstreams that are required for sustainable and regenerative transformation. The exact design of the transformation architecture can only be determined on a case-by-case basis. However, there are some building blocks that repeatedly appear on the path to a regenerative organization, and we want to briefly explain them here.

First and foremost, a detailed scoping conversation takes place with the stakeholder(s) to plan a meaningful transformation architecture with the Stellar Approach.

Another significant aspect of this phase is examining the impact of organizational activities—often referred to as materiality. This includes, in particular, a materiality assessment and, if necessary, baseline measurements. Key questions in this context are: Which business activities affect the environment, the climate, or employee well-being? What emissions are being generated, and to what extent? Where is the organization currently positioned, and which indicators are being used to measure progress?

In large transformation architectures that include multiple workstreams, we work with central steering teams. Depending on the organization and the scope of the project, these teams can have different responsibilities—but the following set of responsibilities is very commonly anchored in the steering team:

• Keeps the architecture in view and coordinates the workstreams.
• Is responsible for adjustments and iterations of the architecture along the way.
• Brings in additional expertise where required.
• Ensures that regular pit stops or retrospectives take place, where learnings about the process can be captured.
• Keeps an eye on the various stakeholders involved in the process and plans necessary interventions.

In the workstream “Strategic Alignment,” we bring together four central elements that provide alignment and coherence at a higher level: ambition, purpose, narrative, and integration into governance.

Based on the materiality assessment and strategic goals, social and ecological focus areas are identified that are particularly relevant to the organization. These focus areas can be aligned with the Stellar principles or with regenerative models such as the Doughnut model. Within these focus areas, specific goals should then be defined that are to be achieved within a defined timeframe.

Only through continuous measurement of goal achievement can our actions be effectively guided. For this, appropriate indicators for each goal must first be defined. If a baseline measurement was not already conducted during the analysis phase, it should be included in the overarching strategy to better quantify the remaining distance to be covered. Such a baseline measurement may also be necessary to finally adjust the goals in terms of timeframe or contribution level.

The Stellar team journeys are the heart of the Stellar Approach. Functional teams go through the three modules of the Stellar Approach and learn how to apply regenerative practices to their specific way of working.

When exactly the right time is to start with (pilot) teams within the broader transformation cannot be answered universally. In some transformation processes, it makes sense to first clarify questions around strategic ambition, overarching goals, and metrics—so the teams have orientation for their Stellar journeys. In many processes, however, it can also be very effective to start with pilot teams in order to quickly generate tangible, applicable results and learn from them for the rest of the transformation.

A Stellar journey takes about three months. Depending on the overall size of the organization, multiple teams may embark on the journey with a slight time offset. Often, the experiences from Team 1 reveal certain parameters that can be adjusted in the Stellar journeys so that they are already slightly reconfigured for Team 2.

Regenerative transformation processes that affect large parts of the organization require the engagement and support of the leadership level. In addition to the formats for strategic alignment described in this chapter, we therefore recommend starting the Stellar team journeys with the leadership teams. This ensures that leaders are well-informed, able to steer the overall process effectively, and have the opportunity early on to help shape the Stellar content.

To ensure the continuous continuation of Stellar routines, every team needs skilled facilitators who make sure that exchange and meeting routines are practiced consistently and that the sprint backlog progresses smoothly. That’s why we complement the Stellar team journeys with advanced facilitation training. Typically, we group several people from different teams into cohorts to keep the training effort as efficient as possible.

Another central component of regenerative transformation is the adaptation or further development of business models. Some of these developments can take place within the Stellar team processes, for example through sprint projects. In many transformation initiatives, however, it makes sense to integrate this area as a standalone innovation project within the transformation architecture.

As in all change processes, communication plays a central role. Internally, it is about clearly conveying the narrative and purpose of the transformation and fostering communication between teams and workstreams. For this reason, the communication perspective should be represented in program governance.

Externally, communication serves to convey the regenerative transformation journey to stakeholders, where transparency, honesty, and integrity are essential.