99% (if not more) of the Transformation work going on in
most Enterprises is related to Transforming Operations, while the remaining 1%
is spent transforming Direction and/or Support.
Since “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 massively
important area. In the same way that there is someone accountable for
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 be
fatally injured and die a long agonising death. Some will die at the scene. 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 what the (commonly misinterpreted) phrase “Think Strategically, Act
Not the transformation of Operations, but the transformation
How much time and money does
your Enterprise spend annually on Transforming Direction? Support?
How much time and money 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?
Who is Responsible for making
sure that the end to end domain of Transformation is operating in an
effective and efficient manner?