Posted by Geoffrey Balmes on Thursday, June 10, 2010 - 08:58
I've seen many business transformation efforts over the years; some more successful than others.
The more successful transformation efforts were those that considered the people, processes, and technology involved in the change - not just the people as is often the case in "organizational" change management, not just the processes as is often the case in business process improvement initiatives, and not just the technology as is the case most of the time.
In order to take what I consider an enterprise-view of transformation, I contend that you need business architecture and organizational change management; and you need a business architect running your organizational change management program."
My recent article: http://www.bpminstitute.org/articles/article/article/the-role-of-busines...
Has anyone seen a successful business transformation without BA, without OCM, and without a Business Architect running the show? If you believe business transformation is possible without all of the above, please tell me how?
As I read this thread, I find myself not in disagreement, and yet wanting to see the list of critical ingredients required for transformation more complete. The first additional, critical ingredient in my mind is enthusiastic buy-in by the executive team. Another add-on is the need for a fully enabled, accountable, capable program manager. One measure of the PM's capability is their ability to achieve transformation within that unique culture. Frank Millar Millar Consultants, LLC
Hello Doug, Her body of work is impressive. I for one would like to see enterprise culture assessment and re-algnnment established as a "mainstream" part of business architecture. People and processes under one roof.
@JD -- yes, and to be more specific, I am speaking of the branch of ethnography pioneered by Marietta Baba and her colleagues ( https://www.msu.edu/~mbaba/ ) We worked together for awhile in IBM's Almaden Research Center, but I was most impressed by some work they had done for an ERP implementation somewhere in the DoD. Many ERP implementations fail, as we know, but by all accounts, the perspective brought by Marietta and her team made for a great success. IBM now has a fair number of such folks, and other consultancies have more. As a business architecture proponent, I was impressed.
Ethnography - The branch of anthropology that deals with the scientific description of specific human cultures. Major organizational transformation cannot succeed without understanding the Culture and the Business Architecture of the Organization. Without these we are flying blind.
Well, some of the most successful transformations I have seen have been shepherded by workplace ethnographers.
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