Digital is all the buzz today. You need to have a mobile app, be agile, invest in startups, move to Office360 & Yammer, do sprints, have scrum masters, use AI, build IoT, add BlockChain, ... BUT the dirty little secret of the innovators is that you will not be one. You might actually be putting lipstick on a pig!
Data and culture have a significant part to play in the successful transformation of businesses. Tim looks at how data can be used to affect change and drive value within a business, whilst being cognizant of the culture of the business.
Tim discusses the importance of a roadmap and planning during transformation, emphasising the role of communication. He considers the most important part of communication to obtain buy-in for a transformation.
At a function level, what Procurement does (buying goods or services from external sources) hasn’t changed much and will not. What does change is the world that Procurement operates in? Procurement does not operate in a vacuum so how it does the job has to reflect his times (and continuously do so). Also, it has to take into account with/for whom it does it. It is about addressing expectations, serving stakeholders, attracting talent, and much more.
All too frequently we think of projects in terms of schedules, requirements, budgets, resources and the like. We plan meticulously for them and hold onto the axiom that failing to plan is simply planning to fail. But how many of us actually plan for the human side of a project – the social, emotional and responsive elements of a project?
Let’s face it, we’ve all been in situations where (despite meticulous planning) we hear or say something along the lines of “Hmm! That’s not what I was expecting”, “Oh! I thought you meant this” or “Sorry! I wasn’t aware of that”.
The first challenges are cutting through the noise and getting to the heart of the matter. The IT sector pretend transformation is all to do with technology (usually the box of tricks they’re selling). They frequently publish blogs and articles to convince you to “transform your business by moving to the cloud”. Most mainstream IT advice will create operational efficiencies at best, but not transform the organisation.
In 2012, the renowned management guru and business book author Steve Denning wrote an article entitled “The Case Against Agile" which had almost 80,000 views and caused a lot of debate in management circles.
Here, Denning debunked the top ten objections put forward by organisations as to why Agile cannot possibly work for them.
A FTSE 250 company we worked with, was passionate about developing a culture of continuous improvement. People from every level of the organization had ideas on how to improve their Customer’s experience and understood the issues which made processes ineffective and inefficient. Equally, there was a common belief that previous attempts at driving improvement have been very “hit and miss”. Review of the data confirmed that they were right – most of the improvements attempted had either not been successful or had not been sustained.
Last month, you learned about the award-winning change management project I ran recently together with my associates. This month, you’ll discover how you can apply our unique six-stage methodology to your own change programme, with its focus on yourself and others (know yourself and know/support others).
Note that it’s important to accomplish each phase before you move on to the next, as each step builds on the previous one – if you skip or skim over a phase it’ll come back and bite you!
Being agile and adaptive in today's age of ecosystems and accelerated change has seen a shift in what transformations of legacy organisations look like. Time to rethink what we mean, do and measure, when we talk business transformation.
Defining ' transformation' in relation to strategies and initiatives
A few years ago someone told me about a frustrating experience they’d had attending a Lean Six Sigma workshop.
This piqued my interest. They were a senior leader in the business and new to the world of Lean Six Sigma. I asked what had happened to make them feel this way.
This is what they told me…