Over the past few months, I’ve been writing about my engagement with a global organization and its journey of transformation into a more agile organization, driving business enablement. One thing has remained missing: real leadership. This large corporation has thousands upon thousands of people, and many of them are in “leadership” roles. The problem here is that no one is ready to understand the underlying lessons at play or is able to apply those lessons to their own or their organization’s benefit.
Articles Tagged with transformation
The plain fact is that no matter how hard one entity is to deal with, it’s exponentially harder to deal with more than one. Everything is more complex when you go from one thing to more than one thing. The additional complexity may not be visible, or detectable, or appear to cause problems, but it’s still there and needs attention paid to it. At some point, when scaling begins to bite, problems inevitably appear.
One thing can be said about the world of consulting: the conversations you have with customers never cease to be diverse. My current engagement with a large multinational enterprise that contains multiple business areas with multiple business units is the epitome of that descriptor. We go from high-level, esoteric conversations about economics, value exchange, and business models, to deep in the weeds technically, such as hyperconvergence, and then back to the Middle Earth that is the analysis of technologies that can help achieve their goals.
I stated in my last article that an adaptive enterprise—or, as this customer likes to call it now, an extended enterprise—is built, not bought. It is a transformational process, and every enterprise arrives at the task of transforming itself with a different history and different goals, priorities, and needs.
A critical factor in achieving speed of execution is being clear about who gets to make which decisions. Governance is about establishing a framework to ensure that all decisions are made by the right person or persons, according to the importance of the decision and the expertise and organizational responsibilities of the parties to the decision. Decisions with large financial impact must be made by senior managers as part of an ongoing management process, while those with lesser impact are more efficiently made by those who are accountable for executing the decisions.
This Field Notes series chronicles my experiences with a major transformation project I’ve been involved in for the past eighteen months. I have worked on almost every aspect of this project, from application rationalization to portfolio management to reconstructing business processes and aligning and synchronizing IT with the business.