Building on agile ways of working to define change projects’ KPIs and embed transformation
The earlier post on 10 principles of agile project management spoke at length about bringing the spirit of the original Agile Manifesto into organising and running a Transformation & Change project and/or Target Operating Model design process. One of the most pertinent questions resulting from that post is “What KPIs can be put in place to track transformation progress and how can they be used to embed change further inside the organisation?”
Building in just 2 things will convert a seemingly ‘red tape’ corporate document into a major ally in change management efforts
With September upon us, it is the time of the year when many companies whose financial year ended in August are beginning to cascade their Delegations of Authority. While presentation of these documents would vary, their content in most instances consists of fairly dry tables capturing mostly financial limits of executive authority on how much they can spend, invest or commit money-wise.
And this is where these delegations of authority are missing their golden opportunity to facilitate change in the organisation, or embed a transformational effort further.
What can be learnt from the IT community to efficiently organise and deliver complex organisational projects?
Agile is THE kid on the block as far as the IT industry is concerned. Rapid application, Scrum, Kanban and other lightweight software development methods have been challenging traditional approaches such as waterfall for several years now. The key attraction of agile methods is that their philosophy focuses on people over tools, deliverables that work in practice rather than on paper, continuous collaboration over infrequent interaction events and responsiveness to change over rigid following a preset master plan.
An HBR article inviting to reflect on what actually happened to Kodak as it tumbled from its top position to relative insignificance. It dispels common labels such as ‘myopia’ and ‘lack of investment in emergent technologies’ to focus on the core problem:
Companies often see the disruptive forces affecting their industry. They frequently divert sufficient resources to participate in emerging markets. Their failure is usually an inability to truly embrace the new business models the disruptive change opens up.
An article from the Harvard Business Review outlining a framework to ensure a successful digital investment. It once again stresses the fact that business objectives and benefits ought to be shaping the role of technology, not the other way around.
…you work backwards, …from the agreed investment objectives and the expected benefits, and map the required changes to structures, processes, work practices, and how staff would need to work through to the new technology necessary to enable and sustain those changes. To ensure the digital transformation initiative has momentum, the investment objectives should be closely aligned to critical business drivers.
A factual, research-based take on who ‘strategic leaders’ – those ‘effective at leading transformations’ – are, and what distinct qualities they possess.
Based on a 2015 PwC study of 6,000 senior executives, the research found that only 8% of the respondents turned out to be these strategic leaders, an increase of just 1% compared to the previous survey of 10 years ago. In part, this is because
In many companies, the individuals who make their way to the top of the hierarchy do so by demonstrating superlative performance, persistent ambition, and the ability to solve the problems of the moment. These are valuable traits, but they are not the skills of a strategic leader.
This morning, I had a very fruitful conversation with a colleague in which we discussed at length what a ‘business model’ is, what it covers, and what it does not cover. We did not reach a definitive conclusion and so decided to come back to this conversation at a later time.
Well, we are not alone seeing ‘business model’ in somewhat different terms. In fact, this article from the Harward Business Review suggest that a ‘business model’ is…