Technology Issues. (Equating to the
Environment part of MACE)
Most Enterprises have many technology issues (blades, Linux,
SOA, disaster recovery, security, web 2.0, etc) but our technology issues are
very small compared to another type of issue.
Documentation Issues. (Equating to the Artefacts part of
When we have technology issues, the culprit is usually the
documents that defined their choice, design, build, deployment or a mixture of
all four. We may have many Documentation issues (which can be large) but our
Documentation issues are very small when compared to another type of issue.
Process Issues. (Equating to the Methods part of MACE)
When bad documents are produced or used in a bad way, the
culprit is usually the Process by which they were produced. We may have many
Process issues (which can be large) but our Process issues are very very very
small when compared to another type of issue.
Cultural Issues. (Obviously Equating to the Culture part of
When bad processes are followed (or good ones are
circumvented), the culprit is usually the Culture that provides the context for
those Processes. Politics and People have always been the root cause of most
problems related to Enterprise Transformation.
The biggest enemy (or ally) of Enterprise Transformation is
Culture. Culture trumps Everything™ as the saying goes. But this is much much
more than a saying. It is a very cold hard fact. If ignored, it literally has
the capacity to destroy our Enterprise.
The Culture that most Enterprises operate for Enterprise
Transformation is at best, of insufficient maturity, and at worst, dragging
down the entire Transformation capability and taking the rest of the Enterprise
down with it.
When attempting to change the culture of our Enterprise it
is imperative to understand what our current culture is, to be able to
effectively begin to change it. But what do we mean by “Changing our culture”?
A “culture” is not something tangible. What we really mean when we say
“Changing our culture” is “Changing our people”. And changing our people is the
same as changing anything else - we cannot begin to change it unless we understand
it first. If we don’t, it is likely that we will produce unwanted and
un-expected detrimental and potentially disastrous side-effects. Often, merely
understanding other peoples and departments points of view and why they think
and say what they do can reap huge benefits. Misunderstandings only lead to
negative feelings and a resistance to “help” the other party even if that
“help” would cost little or nothing.