Types of Transformational Change – How to decide?

You’ll find yourself focused on one of the following types of transformational change:

  • Strategic Pivot
  • Continuous Change Culture
  • Innovation Injection
  • Prepare / Response
Process:
  1. Make a decision along each edge
  2. If you can’t make a decision perform the recommended step
  3. Choose the quadrant where your highest concerns converge
  4. Follow the arrow to determine order of sub-initiatives
For example:
 
1) If you’ve had a recent change of strategy, and your see the posture of strategic as something that enables agility you will find yourself in the “Innovation Injection” quadrant.  You first sub-initiative will be a Prepare / Response to a particularly pain point.  
 
2) If you find that you business-as-usual operations can’t absorb the sort of change your customer demand you’ll find yourself in the Prepare / Response quadrant and your first initiate will be to create a culture of continuous change.

SMS Transform  Diagrams

Strategy Breaks Here

strategy breaks here

 

 

The original pyramid diagram is from here.

The above view is a not uncommon view of how corporate strategy is supposed to be translated to execution.

The problem is that arbitrary conversion to “functional strategies”.  Increasingly, the functional organisation is dead.

So why translate corporate strategy to functional strategies?

Instead, translate corporate strategy to business capability strategies as per the MWT/Transforms approach.

Labour curation

Market-based management for labour markets and labour curation

Business Architecture as Foundation for Transformation

Good overview of how the business architecture discipline bridges the strategy / executive gap (i.e. transformation)

Sketching Information-enabled Business Transformation Patterns

Here are some rough information-enabled business transformation patterns.  

These go with the information-enabled business transformation “knowledge books” here and the “market stereotypes” here.  

Explanations available on request….

Info enabled Business Transformation 2

Are ERP implementations really business transformation?

This is interesting enough, I guess:

“While much attention has been given to ensuring the technical requirements for the project are delivered, the project team should also adequately plan for business transformation aspects of the implementation,” he wrote. “This includes the management of structural and process changes arising from the project, the delivery of adequate training around the new system and processes to end users, and ensuring appropriate support arrangements are in place.”

From: http://www.itnews.com.au/News/397958,nsw-transport8217s-mammoth-sap-overhaul-hits-delays.aspx

But I actually believe EPR implementations such as this have given “business transformation” a bad name.  

An ERP implementation is a large and significant piece of work.  I’d also agree that there are many aspects of an ERP implementation beyond the “technical requirements”.  However, that doesn’t not make it a “business transformation”.  

Typically, what is called “business transformation” for an ERP implementation is standardisation of business process (which is good) and compensation for failings in the product being implemented by changing business processes and then calling it “transformation” (not so good).  

When I mention this I sometimes get told I “don’t get” ERP implementations.  But by the time the ERP implementation is finished people usually understand what I mean……

The commoditisation of management

Here’s a thought of the day:

The commoditisation of management: Defined as the process in which access to information means that any idiot who has just watched a TED talk can promote themselves as the pinnacle of leadership.

But I jest… 

The Lightbulb Conspiracy

Google it.

Good overview of how natural capitalism – I.e. Full resource lifecycle accounting – will save the world.

Artificial intelligence meets the C-suite

Artificial intelligence meets the C-suite

Of course AI / big data will hit the C suite. In fact it might replace some executive roles – or at least force them to change.

A large part of [poor] executive management is asking the organisation to simplify and structure everything in order to ease executive decision-making.

How often do you have to simplify something for an executive audience? How often are you communicating excessively to achieve what you think is a simple decision?

I’m not saying good quality executives aren’t required. I’m just saying that executive management is as obsolete as big data is hard. Currently big data is pretty hard – but that’s changing.

Why We Need to Outsmart Our Smart Devices

Why We Need to Outsmart Our Smart Devices

A valid point that needs addressing.

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