Here we see the fundamental phases of Enterprise
Transformation, laid out over the domains of the Enterprise.
The Direction part of the Enterprise feeds requirements for transformation
into the Transformation part of the Enterprise which delivers change into the
Operations part of the Enterprise.
It should be noted that the Transformation part of the
Enterprise may also deliver change into the Direction, Support or even Transformation
(the whole point of POET) part of the Enterprise but we just show Operations
here as that is the most common occurrence.
These phases of Transformation are not strict and rigid
waterfall type “processes”, but every journey has to be split up into parts,
and these high level phases form the high level parts of the journey, by which
to consider holistically, how Transformation is effected from the formulation
of Strategy to the Deployment of change into the Enterprise.
For each phase, the How that
is effected is done by the next phase down, and the Why
comes from the phase above.
The key to the Transformation cascade working together
holistically and coherently is the Governance and Lobbying disciplines which
use the concept of Enterprise Debt™.
The white horizontal line at the top of the Transformation
domain delineates the transition planning work from the project execution work.
Everything below that white line is effectively “projectland” The white
horizontal line at the bottom of the transformation domain delineates project
execution work from the deployment work.
Our remit is not only what is happening in one of these
areas. Our remit is what is happening in all of these areas. In general people
work within these areas and in most Enterprises these people try to improve
what they do (if they are allowed) and how they do it. This is a laudable thing
to do, however, no one is looking at the whole cascade and ensuring that the
whole cascade is effective and efficient. The parts are being optimised at the
expense of the whole. POET provides the basis for Senior Management to address
optimising the whole of Transformation, for it is the output of the whole that
most important rather than the output of each phase - this in fact, may mean
the de-optimisation of some or all of the parts. For this reason, everything in
POET applies equally to all phases of the Transformation cascade and is the
unifying holistic and coherent context in which all Transformation work is
In terms of naming these levels there are two fundamentals.
Enterprise Architecting (EA) consists
of all work done prior to project execution, namely Strategising and
Enterprise Engineering (EE) consists
of all project level work, namely Initiating, Elaborating, Constructing and
Do you agree with these Phase
How does your Enterprise map
Does everyone working within
the Transformation domain understand how where they work fits into the whole?
If not, would there be a
benefit if they did?
What will you do to allow
people to understand how they fit into the whole and what will you use?