The world around us is comprised of systems – organizational systems, business systems, political systems, family systems, inter-personal systems, biological systems, economic systems – and thus the list continues. It has been said that systems thinking is one of the key management competences of the 21st century. As our work becomes ever more tightly interwoven globally and as the pace of change continues to increase, we will all need to become increasingly “system-wise.”
But what exactly is a system? Most importantly, how can we manage our organizations more sustainably by understanding systems? Continue reading
What really is a business transformation? Why is this kind of initiative so misunderstood? And why do many – even upwards to 70% – fail?
These are fundamental questions about business transformations that are explored in a recent article of “360° – the Business Transformation Journal”. The article, entitled “A Typology of Business Transformations,” starts out by clearly defining what a business transformation is, and how it differs from organizational change. It also shares detailed information on questions that should be asked before such an initiative is undertaken. They include:
- Why (the objective): Who do we want to be?
- How (the means): How are we going to change?
- What (the outcome): What is the value of the change?
Business transformation has been happening for centuries, but not until recently has an integrated, holistic and proven approach been available to help orchestrate the entire transformation effort.
These days, it is almost second nature that high-value projects are expected to adopt one of the project management best practice approaches such as PRINCE2 or PMBoK. Similarly, programme management has slowly but surely followed suit with the likes of MSP. But ironically, the business transformation environment (that projects and programmes live within) has lacked its own methodology, and this has resulted in transformations being driven by a best-endeavours and silo approach; as opposed to a proven integrated and holistic best practice approach using a common language and structure.
The low success-rates of 30% and less, uncovered by research conducted by the Business Transformation Academy (BTA) and others, are a consequence of transformations that lack a proven approach and the right transformation management capability.
While companies depend on good strategy to help themselves thrive and survive, strategy is often said to be three times more difficult to deploy than develop. Transforming strategy into reality stretches a company beyond its standard operational (business as usual) mode, into a dynamic and less predictable world of change, accompanied by the need for business transformation capabilities, which are often not abundantly available internally. Continue reading
What do Berlin, leadership and FIFA World Cup have in common? It could be, for example, Angela Merkel shooting selfies with the German football team in the changing room during the break of the world cup game Germany against Portugal. And what do Berlin and BTM² (Business Transformation Management Methodology) have in common? It could be a successful completion of the “black swan” project called Berlin Brandenburg Airport. But what do Berlin, leadership, FIFA world cup and the BTM² have in common all together? That would be already the seventh SAP Global Business Transformation Manager Master Certification which took place in Potsdam and Berlin on June 16-27. Continue reading