"How is the transformation going...?"
"Clearly, a lot is happening but...
I'm not seeing a lot of change!"
The secrets to 'successful' business transformation
(Transformation + Governance = Value Realisation)
Don't confuse cost management projects with transformation
they are not the same thing...
Transformation drives growth, productivity and a better bottom line
Focussed on a fixed period of dynamic 'change' across the business
Driven from the top, enacted within and around work-groups
Getting the governance structure right ...before you start
Transformation should not be about the journey ...it's all about the destination!
Articulate the vision, goals, expected returns very clearly from early on
Foster an understanding of the hi-level 'line of sight' objectives
Add some internal branding to this and maintain it
Plan to get out in front early and stay there!
Realisation will require input from right across the organisation
Building the expected benefit returns right into the budgeting process
Managing the delivery of business outcomes in 'commitments',
controlled via programme management
Don't compromise on short term planned benefit return ...this is critical!
Featuring a strong 'programme management office'
Reporting to the Executive Office
Maintained by the active sponsors
Fact: An organisation that can't really see the value of the central PMO doesn't as yet see the challenging breadth of transformation
Governance thereby demands that a formal hierarchy
of controls, standards, programmes and projects be recognised
The end game is to deliver your 'change' programmes to meet planned objectives
A well tuned project portfolio management process makes this possible!
PROJECTs PROGRAMMEs
deliver capabilities return planned benefits to the business
linked with planning custom dates linked with business fiscal cycles
decentralised and within tiers centralised and across whole of business
resource and activity focussed governance intensive
portfolio of solution alternatives reflective of changing strategies
stepped approach to change transformative approach to change
delivers to time and budget ensures operational change
Think agile, sure ...but consider projects as enablers or assets
they are not business outcomes
Technology and process play a core role but lead with your 'people' people
Maintain your related IT projects in an IT project office
but they must link thru the Programme Management Office
Never forget the lessons of the 90's where process and technology were 'king'
Systems should enact policies to achieve desired results...
Policies should in turn drive behaviour
Policies should thereby be the centre piece of your communications strategy/project
Corporates struggle with this concept...Public entities just see it as fundamental
Redefining your 'managers' as 'leaders'
Experienced people, filling vital roles,
A Change Manager should be a Programme Manager
Ensure all of your leaders are intent on helping build the new culture
Focussing on continuous improvement (to help reinforce the culture of change)
Outsource packets of work only where value is seen
Prepare to manage outsiders within your structure ...not theirs!
Remembering all processes are customer facing
Intruding into the culture is mandatory in order to address behavioural change
Recognising the need for active supervision and the management systems that support it
Ensuring clear accountabilities in all roles
Featuring social leadership skills designed to help develop engagement and trust
Reinforced by coaching in the workplace
Measurement is essential but is only a part of a much bigger people focussed agenda
Performance management too must be a social process
Remembering that "work turns intention into reality" (Elliott Jaques)
'Work' is indeed a pathway to achieve desired results
...not the related (hi level) launches and coffee meetings!
(although they do help with the morale at a time of unsettling change)
"Human nature plays a bigger role in business benefits realisation than any other factor" - John Thorp (Chair ITGI) and author of 'The Information Paradox'.
Clarity in purpose, role, authorities, systems, policies and in hi level objectives will all help to ensure that behavioural change 'sticks' if understood where 'the work is actually done'
Above all, ensure that
governance is not just a buzzword in your organisation
Otherwise, all your money, effort and best intentions will preface failure
...possibly of your business at large!
Requisite Uncertainty (Jaques)
as shown here as a sample platform
counter balanced
with elements of
Programme Management &
Project Portfolio Management
“Under requisite uncertainty, a well-functioning governance hierarchy is differentiated by the degree of strategic uncertainty addressed at each level and integrated through a cascading series of strategic commitments as those uncertainties are resolved” - Michael Raynor ‘The Strategy Paradox’
Enterprise risk management ensures that the above value return cycle is constantly turning
It is vital to have absolute integrity in every element of the processes and controls as shown.
There are no short cuts to effective governance in ensuring sound value return on investments.
Funny thing how governance can appear to be something that is 'optional' or 'dispensible' or, even more frightening, 'not very well understood'.
Transformation + Governance = Value Realisation
Good luck with yours.
Grahame J Flynn
FAICD CGEIT (ISACA)
The Troubadour
He came to us
as one of us
With a want to try to sing
His songs
were not 'the usual'
but long complex things
He spoke out
on looking out
from beyond your own back door
His call was to lead
not follow ...as before
With no concession
to class or place
as our fathers readily bore
But as an uncompromising
bringer of change...
revolution at the door
Using words
Powerful words
That spoke of freedom and truth
Thoughts he shared
with a growing army
of anxious wide-eyed youth
Enter the Troubadour
Let him sing
for he has something to say
We yearn for change
we're pained by war
He's brooding there back-stage
A tidal surge
of youthful thought
We need this better way
The guards are sleeping
The tower rests
We'll leave this very day
As we go
we won't look back
There's little good we see
When they awaken
The only clue given
Will be one hand waving free
Luther King
The Kennedy's
All praised in their own way
For their part
in social change
the heroes of their day
Yet no engine starts
without a key
The facts are plain to see
A new dialogue
the ready basis
for open thought to breed
Dylan surfaced
He provided that spark
in his shrill compelling voice
Truth spoken out
again and again...
it serves enlightened choice
Establishment frowned
...in time gave way
leaving Richard Nixon dethroned
We all answered
in the western world
J Edgar took a long walk home
Enter the Troubadour
Let him sing
for he has something to say
We yearn for change
we're pained by war
He's brooding there back-stage
A tidal surge
of youthful thought
We need this better way
The guards are sleeping
The tower rests
We'll leave this very day
As we go
we won't look back
There's little good we see
When they awaken
The only clue given
Will be one hand waving free
From my I-pad - Grahame J Flynn
