Encouraging Better Business Transformation


Digital Capability Framework

No industry is immune to the transformational impact of digital technologies, but only companies with sound strategies and a digital roadmap to harness the opportunities, will be among tomorrow’s leaders. There is a stark difference between people thinking they have a digital enterprise and digital enterprise thinking. Possessing digital technology is only a fraction of being a digital enterprise, and thinking otherwise is akin to avoiding the challenge of becoming a true digital enterprise that generates new value and revenue from digital resources, which involves going beyond simply digitalising existing ways of working. Listen to the audio version of this post, or read the transcript at this Digital Capability Framework post. . Also read What is the Digital Capability...

Essential Transformation Capabilities

Essential Transformation Capabilities

While companies depend on good strategy to help themselves thrive and survive, strategy is often said to be three times more difficult to deploy than develop. Transforming strategy into reality stretches a company beyond its standard operational (business as usual) mode, into a dynamic and less predictable world of change, accompanied by the need for business transformation capabilities, which are often not abundantly available internally. In an article written for the 360° Business Transformation Journal, the essential roles of Project Managers, Programme Managers and Business Transformation Managers are considered, along with their responsibilities within a business transformation. Often senior managers, directors and C-suite executives lack the necessary time required to devote to a business transformation, as they already have demanding day-jobs to attend to. Neither will they usually have highly capable business transformation managers or programme managers available to ensure that the transformation enjoys the benefits of a proven methodology, and extensive programme management experience. Operational, functional and technical skill-sets are invaluable to a transformation, but the essential management roles required in a transformation need a very different set of capabilities and experience, if they are to be well performed. These days it’s no secret why transformations typically fail, and the results of research conducted by the likes of the Business Transformation Academy, Harvard Business School and leading consulting firms, highlight the pitfalls that organisations need to avoid when embarking on business transformation. Problems often arise when individuals without the right capabilities are assigned to undertake the key roles of Business Transformation Manager, Programme Manager and Project Manager. These key roles are not usually successfully interchangeable, particularly in the case of Project Managers being appointed as Programme Managers, and other individuals being assumed to be highly capable Project Managers because of their levels of technical or functional expertise. No world-class sailing team would dream of embarking on a challenging journey without highly capable individuals on board, because they know what the consequences could be if they did. Similarly, when a firm opts to compromise on capability when embarking on a transformation, they compromise the likelihood of achieving a successful business transformation by introducing unnecessary risk from the outset. Read Essential Transformation Roles & Capabilities by Rob Llewellyn...