The Reality Avoidance
barrier to getting an Enterprise to mature its Transformation capability is
that many enterprises do not want to hear that their Transformation Capability
has serious problems, and many consultancies do not want to tell them.
People within an Enterprise can fall into the trap of just
not wanting to see or hear that their Transformation needs maturing. It can
sound an awful lot like what they are doing is being called wrong or bad. Which
it isn’t, it’s just a question of appropriate maturity. It can also just be
yet-another-thing to add to their already overflowing desk. Yet another thing
when they already do not have time to do all the “current” things, let alone
spending time understanding something that will just add more to their woes.
While their thinking can be understandable there are two important aspects to
Firstly the problems they face are probably largely to do
with the ineffective and inefficient Methods, Artefacts, Culture and
Environment they are using to do their jobs. It is akin to someone riding a
bike as fast as they can, without the time required to reach their goal, while
being told by someone that they need to stop riding the bike and improve it.
Stopping riding the bike sounds like totally the opposite of what they need to
do, however, if time is taken to understand this, it is obviously that
improving the bike is the intelligent thing to so. Even if only a little at
The revenue a Consultancy generates is driven by the number
of man-days it sells to an Enterprise. The more man-days they can sell, the
more revenue they will generate. These man-days are spent on either doing
parts of Transformation (e.g. running projects or doing some specific piece of
work such as portfolio planning) or on sorting things out when things “go bad”.
So it could be argued that the worse that an Enterprise is at doing
Transformation, the better a Consultancy will like it. The more things that “go
bad” for an Enterprise the more money a Consultancy will make.
If an Enterprise matures its Enterprise Transformation
capability (thereby making it more effective and efficient) then it follows
that they would spend less money on man-days from external Consultancies –
especially when things “go bad” since by definition things will not “go bad” so
often or, if they do, to the degree they once did. For this reason, maturing
an Enterprises Transformation capability is likely to be ignored, looked on
negatively, or even actively discouraged by Consultancies.
Unless they are Pragmatic!
Are people in your Enterprise
open to seeing and hearing about how maturing the Transformation capability
can be matured?
Do the Consultancies you use
actually help you to improve your Transformation Capability?