Transformation Failure

Gabriel Matula

According to McKinsey only 26% of organizational transformations are successful.  Think of it this way:  if your organization goes through four transformations, one of them will be a success.  (I hope it’s not the first one!)  OK, I’m kind of stretching the truth.  It was 26% of respondents who stated that the transformations were very or completely successful.  Most are not.

But some companies are successful.  Some organizations can beat the odds and McKinsey has a blueprint.  And while there are 24 different tasks that you can do, each one of which improves the odds, there are really three things that can significantly improve the odds of success. Continue reading “Transformation Failure”

Doing What’s Important

Yeshi Kangrang

We’ve talked about “Do Less … Then Obsess“, and it makes sense that people stop doing the fifty, sixty, seventy things that they are trying to juggle at the same time and trim that down to a much more reasonable number.

But is there something else you can do to help manage the deluge of work that always seems to come your way?  How do you “work smarter”?  It may not be a matter of doing what you are doing faster or more efficiently, it may be a matter of changing what work you are doing.

Continue reading “Doing What’s Important”

Break It Down to Build It Back Up

Photomat @

For years, decades, perhaps centuries, we’ve managed businesses in the same way.  The same “traditional” way.  The Age of Agile deconstructs that traditional method and shows how traditional methods are no longer applicable in today’s society.  They weren’t applicable ten or twenty years ago either, but now there is a significant momentum changing how business needs to operate.

But what about people?  How can people within the organization change?  The business may be optimized for the new world, but if the people aren’t working in sync with the business all of those changes are for naught.

How do people change to be better at their jobs? Continue reading “Break It Down to Build It Back Up”

Continuous what?

Piro4D on

In the DevOps world, there is talk about “continuous integration” and “continuous deployment”.  You integrate on a continual basis (or daily) and you build from the resulting source code and, if successful, deploy it to, at the very least, a development environment.  The application is constantly changing.

There is one thing, however, that has not come up but is as important as either of the other two continuous items.  Something that, if we don’t have it, will severely impact the ability of an organization to be successful.

Continuous funding. Continue reading “Continuous what?”

Digital Transformation – Part Two

Ben Kolde

To continue from yesterday’s note, I’d like to emphasize, once again, that “going digital” is not the biggest factor. Yesterday I talked about how the culture has a tremendous impact on the success of a digital transformation project.  Today it’s something similar, but quite different.

Culture is how people react and change and implement the strategies towards achieving those lofty goals.  But there is another group that is instrumental in a digital transformation initiative. Continue reading “Digital Transformation – Part Two”

Digital Transformation

Clark Tibbs

Digital Transformation is a buzz word that seems to be getting a lot of steam right now. It used to be just “transformation” and “innovation”. Then someone added “digital” in front and it took on a life of its own. The topic, however, is real, and the impacts are just as real.

But I’m going to commit a little bit of heresy.  You see, in my mind, and my mind is a dangerous place at the best of times, in my mind the technology, the digital part, is not really that important.  While it is the impetus for change there are a couple of things that are more important.  One of which I’m going to talk about today. Continue reading “Digital Transformation”

Cost of Change

Sharon McCutcheon

Change is good for an organization. It’s not only good, it’s necessary.  Change makes sure that the organization is actually listening to the needs of the customers / citizens and to its own employees.

But there is a darker side to change that is mentioned as the great inhibitor of change.  It is mentioned by people who don’t want the change because it interferes with their own plans, which aren’t necessarily in the best interests of the customers / citizens.  It is mentioned by those who are thinking in terms of a short-term strategy and not long-term.

What is this darker side?  The cost of a change. Continue reading “Cost of Change”

Change or Fade Away

Patrick Tomasso

Everything that is living changes in response to the environment around it.  Everything.

Failure to change, failure to adapt and evolve, usually means stagnation and death.  This is applicable to animals and it is applicable to businesses.  Yes, those businesses that don’t change can still survive, but is survival enough?

Any organization, whether it is private sector or public sector, needs to change as the clients and citizens that it servers change.  To stay a valuable part of society the organization needs to stay relevant.  Failure to stay relevant, failure to change to match society, is a sure-fire way of showing up on the list of extinct organizations.

Continue reading “Change or Fade Away”

Sorry for the silence

Jason Rosewell

My apologies for not writing more often over the course of the past few months.  My mind was not in a good place.  I was … angry for lack of a better word.  Now I know what you’re thinking “But Don, you write your best posts when you’re angry.”

Not like this.  I have different levels of anger and this was getting close to the top of the scale. Continue reading “Sorry for the silence”

We’re doing it wrong?

Sabri Tuzcu
The process in business, for as long as I can remember (and I’m old so I can remember a lot, just not your name), is the following:

  • Create a strategy, a target that you want the organization to acheive
  • Restructure the organization so that it is more likely to achieve that target
  • Get the people onside, change the culture so that the strategy is achievable with the structure you created

Seems reasonable doesn’t it?

But what if it’s wrong? Continue reading “We’re doing it wrong?”