So, what do we mean by this term “Transformation of
90% (if not more) of the Transformation work going on in
most Enterprises is related to Transforming the Enterprises Operations
capability. What this means is, that whenever we talk and refer to
Transformation, most peoples minds automatically conjur up a picture of
projects that are Transforming operations. This is not what we are talking
Some Transformation work going on in Enterprises, is related
to Transforming the Enterprises Support capability. Specifically the IT Support
capability. Perhaps a project to adopt ITIL, perhaps a project to upgrade the
IT helpdesk system. But this work does not happen all the time and pales into
insignificance when compared to the time and money spent on the Transformation
of the Operations capability. This is not what we are talking about.
An even smaller amount of time and money work may be spent
on Transforming the Enterprises Direction capability. Perhaps rolling out the
latest iPad to the C-Suite. This is not what we are talking about.
What we are talking about is how much time and money is
spent on Transforming the Enterprise’s Transformation capability. The
Transformation of Transformation.
Since, as we have seen, “How an
Enterprise effects Transformation is becoming a Strategic Strength or a Strategic
Weakness, where massive business opportunities can be gained or massive
business problems will result.” there should be someone in the
Enterprise who is accountable for this strategically important area - in the
same way that there is someone accountable for the strategically important Operations
It is obvious that the person Accountable for the Direction
of the entire Enterprise is the CEO. (Note here that we are specifically using
the word Accountable here as defined by RACI rather than the word Responsible).
It is also obvious that the person Accountable for making sure Operations runs
smoothly is the COO. So while the COO flies the flag for Operations in the
boardroom - to improve HOW it is done - there should also be someone who flies
the flag for Transformation - to improve HOW it is done.
But most Enterprises (management) are totally blind to this.
It’s a bit like they are looking hard to make sure they do not stand on that
thumb tack on the road and complete failing to notice the juggernaut that is
about to kill them. Some will look up early and with little energy avoid the
juggernaut. Others will see it later and have to expend massive amounts of
energy to avoid it. Others will see it too late and be injured. Some will die
at the scene. Some will be fatally injured and die a long agonising death. For
a few, they will never see it coming and will never know what hit them. POET
aims to set the context to allow Enterprises to avoid the juggernaut.
Whilst Transformation tends to mostly transform the
Operations part of most Enterprises, POET is concerned with improving the
Transformation part of every Enterprise, illustrated here with the red dotted
line. This rarely happens on its own, although some parts may be improved in a
sporadic, tactical and piecemeal fashion. This approach is in and of itself not
a problem. What is a problem, a very very big problem, is when tactical change are
made without an understanding as to how those changes fit into the wider
context and the implications of those changes on that wider context. Context and Implications.
This is what the (commonly misinterpreted) phrase “Think Strategically, Act
Tactically” actually means. Act Tactically, but do so in the context of a
So, put simply, the Transformation of Transformation, is the
Transformation of the Enterprises Transformation capability.