Transformation Professionals

When teams don't have one common language to engage in transformation, so much gets lost in translation.

Ambiguity, confusion and the struggle to collaborate are just some of the words to describe the undesirable outcome of not having one common transformation language that the entire organisation can use.

So it's essential to have in place something that can provide this common transformation language. A shared framework for structuring activities and responsibilities.

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As most people know transformation is more about people than technology, so having the right individuals in place to lead the transformation is a matter of honestly assessing people's capabilities and shortcomings, then selecting those that are best suited for the job to be done.

While there are many roles that are important to transformation, in this episode I'm going to talk about eight of the key roles, each of which injects significant value into the undertaking, which in turn increases the odds of transformation success. 

Agile allows teams to deliver projects piece-by-piece and make rapid adjustments when needed. It's especially useful in complex projects, where it can result in more customer needs being satisfied at less cost.

It’s important to remember that Agile needs to complement, rather than conflict with, higher level programme and transformation management frameworks.

If you walked into 10 organisations tomorrow that claim to be undergoing transformation and looked at what their initiatives are intended to achieve, you’re likely to learn that some of what's claimed to be transformation is rather fake - and little more than a technology upgrade or a business change project.

While change is important because it makes improvements on what already exists, transformation is about creating a new future without the constraints of the past.

Business thinking is often shaped by delusions, which are influenced by poor judgments that distort our understanding of the real reasons for an organisation's performance.

If you're up to speed on business books you'll know that back in 2007, Phil Rosenzweig revealed nine delusions that are commonly found in the corporate world.

In this episode, Rob Llewellyn revisits those delusions that Phil wrote about in his book "The Halo Effect".  Rob then introduces a tenth delusion that thousands of companies are now falling foul of - the delusion of digital transformation.

Conversational AI combines natural language processing with machine learning. 

While still in its infancy, it can already provide a very a cost-efficient solution for many business processes. 

The rise of conversational AI is set to drive one of the most significant platform paradigm shifts of the decade as it prepares to revolutionize a variety of industries. 

Using new technology to create a better version of the past is very different to using it to create a new future. Which is the difference between the innovative use of digital, and digital sugar coating. 

The Digital Capability Framework is a strategic management tool designed to help companies innovate and orchestrate digitally enabled business transformation. 

It helps assess the current situation and identify new opportunities which could be brought to life by technology. 

Back a number of years ago I helped the low-code software platform company Mendix, while they were developing their digital transformation practice. 

A few years later, Siemens bought Mendix for $730 million, which was pretty good for a company started in 2005 by three young guys in the Netherlands. 

I want to share one of the great approaches that Mendix developed, which any transformation focused organisation could adopt and adapt. 

The strength of a transformation certification is based on a fundamental trust that a person who receives that credential has proven they possess the knowledge required to undertake a particular transformation role. 

With certification, everyone (except the un-certified) wins.