POET effectively defines an Operating Model for the
Enterprise Transformation domain. As such, POET should be used in the same way
as any other Operating Model - a means to organise and orchestrate all the
parts together into a coherent whole, whose focus is the end to end efficiency
and effectiveness of the whole domain, not the efficiency or effectiveness of
only its parts.
An Operating Model does not tell people exactly what to do,
when, how and with what. If it did, it would not be an Operating Model and it
would not fulfil its purpose.
POET does not tell you what frameworks to use to improve the
Transformation domain. It does not matter if an Enterprise wishes to use PEAF,
ITIL, MSP, TOGAF, COBIT, RUP, MoV or any of hundreds of frameworks that
currently exist. What does matter is that an Enterprise adopts the frameworks
they select within the holistic and coherent context that POET provides.
Think Strategically. Act Tactically.
“How should I use POET?” is a common and perfectly
reasonable question. However, it can be closely followed by …
“It’s too big - I can’t tell someone we
are going to improve the Methods, Artefacts, Culture and Environment of
everyone and everything related to Transformation - it’s just too big! No one
is going to go for that!”
Which incorrectly implies:
We are advocating that there should be
a massive project to improve the whole of the Transformation domain in one fell
Whilst POET encompasses the entire Transformation domain
(from Strategy to Deployment) this does not mean that an Enterprise should
embark on improving the entire Transformation domain in one fell swoop.
Tactical and piecemeal changes to parts of the
Transformation domain is a perfectly reasonable way to improve things
(evolution no revolution) but these changes need to
be made in the context of a wider plan and an understanding of how the part
that is being changed, relates to the larger and more important whole.
Most Enterprises do make some (not enough) changes to How they effect Transformation. Maybe they adopt
ITIL or COBIT or PRINCE2. Maybe they buy some software tools to help manage the
risks or requirements. There is nothing wrong with that per se. What is wrong,
and where many problems come from, is that they do so without a clear
understanding of how the part they are changing is related to other parts of
the Transformation domain.
POET allows Enterprises to think strategically so they can
then act tactically with respect to the Transformation domain instead of just
But the people in Enterprises can only think strategically
if they are given time to think. If an
Enterprise constantly drives its people to act and discourages them from doing
anything else (because if you are not acting then you are not working) then
they will be acting tactically without thinking strategically. This means that
you will almost certainly win the battle. It also means that you will almost
certainly lose the war.
What Operating Model for
Transformation does your Enterprise use?
If it doesn’t use one, do you
think it would be beneficial if it did?
Does your Enterprise think
strategically and act tactically or just act tactically (with respect to
improving How it effects Transformation)?
What initiatives has your
Enterprise undertaken to improve How Transformation is effected?
Where those initiatives aimed
at optimising one part of the Transformation domain (at the expense of the
whole) or at optimising the whole of the Transformation domain (at the
possible expense of the parts).
What did your Enterprise use
to ensure that those initiatives fitted into a holistic and coherent
If it didn’t use anything, do
you think it would be beneficial if it did?