If you’re like 87% of executives who responded to a 2016 Global Survey, digital transformation is currently a significant strategic challenge for your business.
The survey resulted in The Agility Trap - Global Study into the State of Digital Transformation. The trap occurs when organizations seeking rapid digital transformation run fast and then get stuck due to organization and technical complexity.
The 23-page report is well worth a read. Here are five highlights:
At Accelare, we see this trap in many of our clients. Our S2E approach addresses people, process and technology issues simultaneously. Getting a clear and aligned strategy is an important first step. However, as the late Jay Forrester taught us, businesses are complex systems and must be addressed holistically. It’s as if the components in the Figure are connected by slack ropes. If you start changing one component, you will soon be held back by one of the others or worse the infrastructure snaps and halts progress. Alignment needs to go deeper into the organization and technical architecture as well as measurement systems.
No one ever said transformation is easy; but can be less painful using the S2E process.
Download the full report here, http://helper.bizagi.com/activities/The_Agility_Trap/
For more information on our Strategy to Executions services, click on the document below:
If your business model is changing, strategy becomes everyone’s job not just the C-Suite.
As a result, teams need to explore new domains and move outside their comfort zone; the more diverse the team the better.
Case in point: Muscle Shoals. For those of you who missed the great 2013 documentary, Muscle Shoals is a small town in rural Alabama. What happened there was amazing.
Four musicians, with no formal training became the music behind music icons Percy Sledge, Aretha Franklin, Etta James, Wilson Pickett and Jimmy Cliff. They also helped the Allman brothers and Paul Simon create new sounds. Today, the likes of Alicia Keys and The Black Keys make the trek to the famed studio to play with the rhythm section. Known as the Swampers (a nickname given to them by singer/songwriter Leon Russell) they became one of the best-known session musicians inside the business. The four founding Swampers, Barry Beckett (keyboards), Roger Hawkins (drums), David Hood (bass), Jimmy Johnson (guitar) have appeared on more than 75 gold and platinum hits!
Rick Hall, a songwriter and record producer, was their recruiter, leader and coach. He unleashed their talent. In his FAME studio, there were no egos, no titles, and no biases. As each artist came into studio, the Swampers blended in, collaborated and helped the artist find their sound. They embraced diversity in styles, genres, world view and arrangements.
Race didn’t matter (this was the south in the 1960’s). Music school attended didn’t matter. What mattered was a shared passion for finding the right sound and a great outcome. For example, when Aretha Franklin was let go by her recording studio, she found Muscle Shoals. And her voice. But not right away. In the studio, things weren’t going well at first until keyboard player Barry Beckett found a sound and tempo. Everyone followed his lead. “I Never Loved a Man” was recorded and rest is history.
Success is about the power of people in a given context with a clear goal. No fancy settings needed; just good engineering, great diversity, chemistry and a shared passion.
Click below to read more about Business Transformation and how a disciplined Strategy to Execution process can address today's market changes and growth challenges.
When the transformation of government is brought up in conversation, the public
often fears that it will be a major change in political policy. Their misconception usually includes that governmental transformation is just about tax cuts, raises, undercutting unions or creating new labor laws, which is incorrect. It also isn’t about being a partisan issue - a Republican and Democratic talking point. Instead, transforming government is about identifying improvements within its operational processes to better serve the needs of its constituency all within the existing confines of law, policy, and ideals.
Productive organizations get more work done than expected. High performance organizations produce the unexpected. They not only produce more, they also produce “different”. When most people think of organizational performance, they think first about productivity. Are we getting enough work done? And how do you get a highly productive organization – by focusing on efficiency. The more efficient the organization is in producing its deliverables, the more productive it becomes. This focus on efficiency and productivity is what creates a barrier to building a truly high performance organization.
Highly productive organizations display these attributes: