Enterprise Transformation

A Pragmatic Approach Using POET

Buy





◄◄◄ Previous Page         

.  

          Next Page ►►►

So, what do we mean by this term “Transformation of Transformation?”

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 about.

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 area.

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 Strategic plan.

So, put simply, the Transformation of Transformation, is the Transformation of the Enterprises Transformation capability.

 

Questions to ponder...

How much resource does your Enterprise spend annually on Transforming Direction? Support? Operations?

How much resource does your Enterprise spend annually on transforming Transformation?

Who is the person in your Enterprise who is Accountable for the Transformation of Transformation?

Do they have a seat at the Board Table? If not, why not?

◄◄◄ Previous Page          

          Next Page ►►►







 

© 2008-2019 Pragmatic EA Ltd