business transformation

Transformation principles – the implications for change agents by Nick Kemp

I recently went along to a Round Table event for Transformation Executives hosted by Annapurna Change. There were about 20 of us discussing the inevitability or otherwise of Transformation Programmes losing momentum. 

As the conversation around the table developed, it became apparent that we had very different views of what we meant by ‘Transformational Change’. According to the wiki dictionary a Transformation is ‘a marked change in appearance or character, especially one for the better’. Well, fine, but surely this could describe any large change programme. 

Value adding business transformation Part 1 with Jess Tayel

We conducted a Q&A interview with Jess Tayel, Global Business and Digital Transformation Coach and Mentor, about business transformation, where it should sit within an organisation and the importance of value-add business transformation to an organisation.

Could you introduce yourself and what you do?

Digital transformation: the truth and nothing more... by Harvey Neve

‘We need to get more digital’ is the cry from many a board room. Often followed by the question ‘what does that mean?’

If this is only just happening in your board room, then that cry may well be coming from a fear of being left behind by the competition. Disruption in established markets takes no prisoners. Scale is no defence, and can actually be your greatest enemy unless you leverage the resource availability that scale can offer.

So, the digital battle cry has gone out and what happens next is usually one of two things:

How the Heck do we Deliver Value Sooner? by Jardena London

One of the big Agile mantras is “Deliver Value Sooner”.  They get all excited when I tell them about the client whose Agile discipline was, well, not disciplined at all.  But they doubled their financial benefit purely by delivering value sooner. It’s like a before and after diet picture.  We love looking at it, but are the results typical? I assert that they can be, but you need to break down the need for big-bang results.

Goals-Driven Investment in Change by Chris Potts

Being excellent at turning ideas for change into the outcomes we want - and at market-speed - is core to every enterprise’s choices, changes and results. 

Change Portfolios must be goals-driven, dynamic, extroverted and efficient. Traditional portfolios - initiatives-driven, static, and often introspective - are becoming constraints on enterprise performance.  It’s time to innovate, transform, and build on the platform they created.

We’ve always done it this way! Not! by Dr Mimi Hull

For many bosses, the employee’s transition to negativity comes for no apparent reason. However, a common complaint I hear from dissatisfied employees is that they do not get creative freedom. They suggest creative solutions that would yield better results, but get told “No.” They feel caught in the “but we’ve always done it this way” trap. Creativity is essential for your employees’ work to have meaning. With meaning, they are more engaged, which means less absenteeism, better teamwork, better service, and increased productivity. To foster creativity, try the following:

Culture eats process for breakfast by Harvey Neve

I was talking to a friend the other day and, as usual, asked how it was all going. She said it'd been busy at work, very busy in fact and for all the right reasons, but it had meant that she’d had to put an out of office on her Email to say that she may be a while responding and for people to phone if it was important. One such person, who had been waiting and chasing for a response, cheekily found a slot in her diary and chanced their arm for a chat. She accepted.

Is Courage a Universal Ethic by Paul Ryder

Regardless of how many organisations espouse a core value of integrity (e.g. Accenture, Adidas, Alibaba, Amex, Coke, Huawei and Tencent etc.) cases of individuals and organisations breaching common ethical standards continue unabated (Volkswagen and diesel emissions, DJI and supply chain fraud, Changchun Changsheng Biotechnology and rabies vaccine quality or Renault-Nissan and Carlos Ghoson’s alleged financial misconduct ). Organisations, rightly, are seen as serving the societies in which they sit and breaches of trust consequently are devastating – destroying significant brand value.

“It’s Only Running a Meeting….” by David Beckham

One of the constant urban-myths about the Business Analyst role is the common assumption/assertion (invariably by non-BAs) that all we do is ‘run meetings’. I’ve heard this a few times during my career and it really exercises me. There is a lot more to the BA role than that; in fact there is a lot more to running meetings! As part of my current role I devise a lot of training material and someone recently asked how I go about running a meeting. It wasn’t until I was asked that I attempted to document my thought processes and it proved surprisingly more difficult than I imagined!