Last week I talked about how important Enterprise Architecture and Business Architecture are to being successful at executing a Business Transformation in your organization. This week, as promised, I will dig into the details of undergoing a business transformation.
Let’s review what Business Transformation means
Business Transformation is the ability for the business to react to multiple drivers, whether internal or external, and change the way it operates.
Where to start?
Do you think your organization may be in need of a business transformation? Does the leadership have the information they need in order to react quickly by making informed decisions or are they being forced to interpolate disparate information only to make educated guesses? If the answer is yes, then a great place to start is to establish the key drivers to start one. Ask yourself the following questions.
- What are the top pain points in your organization?
- What keeps the CIO up at night?
- What are the top 5 or 10 goals that your CIO needs to accomplish in the next 2-3 years?
- What information is most commonly asked for, but takes you several days or weeks to get.
With the end clearly in mind then you can start working your way backwards to fill in the details.
Assess the current state of the organization
The steps below will help you identify your current state.
- Identify the data you have today and where it is stored.
- Identify each data source along with the data owners.
- Determine the completeness and quality of the data.
- Identify any integrations between these data sources.
Identify the gaps
Overlay the CIO or organizational goals with the current state of the organization to identify where gaps exist between the data that exists now versus what needs to be there to meet those goals. Once you understand where you are today and what the gaps are, you can use this information to create a future state of your organization that will enable these goals to be met.
Create the blueprint for success
Develop the future state vision and make sure it meets the organizations and the CIO’s goals. This vision needs to provide data to the leadership and enable them to make informed decisions with minimum cost and risk to the business. If you’ve gathered all the information require to develop a vision of the future (i.e. what is your organization trying to achieve? what are the next steps? what would better describe it’s future state? what can your organization commit on? etc.), a roadmap can easily be created that details a timeline of projects, dependencies, and steps to get there. Make sure that any efforts already in progress are taken into account and included in the roadmap.
Communication, communication, communication!
If you have been reading my blogs over the last year then you know that I mention this often. As trite as it may sound, no pun intended, if a tree falls in the woods and no one is there to hear it, then did it really make a sound? Your success is directly correlated to your level of communication. I cannot stress this enough so I will repeat it. YOUR SUCCESS IS DIRECTLY CORRELATED TO YOUR LEVEL OF COMMUNICATION! Make sure that you formulate a plan to communicate the value of this transformation to the leadership as well as to your peers and underlings early and often. Ongoing a transformational change requires you to effectively change the company culture. This definitely takes time, but if everyone is aware of what you are doing and they are engaged, then there will be plenty of people around to hear the tree fall.
What does business transformation mean to you? Do you think your organization could benefit from this? Please join in the conversation.
See you next week, same time, same place.