Ask for a Transformation assessment
We have to carry out an assessment of what the Transformation costs the Enterprise: not only the IT Development costs, but also the cost for the Business Actors, Transformation Tools, related management and governance costs, training for the operational Actors, dual processing, information migration,... An assessment of the level of satisfaction regarding the Solution design or modification timescales, and on the quality of the Solutions.
This assessment will inevitably show that the overall Transformation cost and the Business frustrations regarding the Agility of the Solutions deserve that we tackle this problem head-on.
How do we sort the Transformation roles?
There are many Roles in the Transformation and each organization has defined its own roles.
We advise sorting the roles (in red below) by main function. As an example:
- Strategy: Strategist, Sponsor
- Product and Service Offer
- Operation Model
- Enterprise Architecture: Business Architect, urbanist, data administrator
- Solution Models: project manager, analyst, IT Solution designer, Solution configurator
- Component Foundation for building Solution Models: Business Architect and Technical Architect, Security Architect, ergonomist, foundation support for Solution builders
- Solution Deployment: Trainer, change manager, organizer, Solution evaluator
- Transformation Models: methodologist, quality manager
- Solution Support for users: hotline
There can be different hierarchical levels in each of the categories, according to the size of the team.
Furthermore, new roles appear. For example, "Big Data" requires roles such as "Chief data officer", "Director of the customer experience", "Chief Customer Officer", "Data scientist" or "Data Officer".
The only recommendation that we can make is not to multiply the Actor Roles: if we have a choice, it is better to have few Actors of a high level and thus versatile, rather than many specialist Actors. It is not because "quality", "security", "ergonomics", "urbanism", "organization", "method", "integration", "performance", "tests"... are important that we have to have as many different Roles. The multiplication of Roles heightens problems of monitoring, coordination and integration and makes the teams less responsible. Once again, look rather for quality contributors able to assume several roles.
For each role, we then have to detail the mission. For example, the "sponsor" defines the Goal, approves the new Enterprise Model that respects this Goal, agrees to the budget, follows the progress of the Transformation and supports the Transformation team in the challenges it faces.
Focus on the Roles concerning the "Common Good"
The roles of Solution or Product/Service Builders exist in Enterprises today, under different names.
On the other hand, transversal Roles which create synergy, coherence and economies of scale within the Enterprise are not always present. These are roles which are in charge of the common Good and come under the "Foundation" team:
- Component Supplier for building Product Models
- Component Supplier for building Solution Models
- Enterprise Architects who define the overall Solutions plan
- Methodologists who propose the Transformation Model reused by different teams
- Builders of Solutions that can be reused by a Group's different Organizational units
- Builders of Product Models that can be reused by a Group's different Organizational units
They represent everything that contributes to organizing, simplifying, bringing coherence and facilitating synergy: the Common Good is managed by the Foundation team.
The total or partial absence of these Roles is due to the fact that there is no transversal Business Organizational unit. It is of paramount importance to explain to Executive Management why these concerns are important, so that quality-level Business resources can take charge of them within the IT Department or elsewhere.
Organizational Principles of the Transformation
Once the Roles have been defined, we can choose an Organization that is adapted to Agility and coherence. The organizational principles are simple:
- Separate Operations and Transformation because present concerns always take priority over future concerns.
- Isolate the Common Good: bring together multidisciplinary competences within the same team
- Organize by deliverable (multidisciplinary) and not by competence
- The Enterprise must control its Global Model and only subcontract out to partners the detail Models: it is the key to its ability to evolve.
Divide into teams of 7 people
The consensus of opinion is to have a number of 5 to 12 Transformers by team, ideally 7.
- Below 5 and the team becomes vulnerable to external events and a lack of creativity.
- Above 12 and productivity and cohesion decrease, power struggles develop.
The qualities of a Transformation Project Manger: Modeler and Manager
- Project managers who are only Managers without have Modeling skills will not have the commonsense reflexes of someone who knows what is realistic, what can be implemented easily and what will profoundly question the Model. To compensate for this lack of judgment or experience, they are likely to protect themselves by weighing down the control and reporting procedures, or holding meetings to obtain a consensus that protects them.
- Project managers who are only Modelers without having Management skills will be faced with other, well-identified problems: among which, they will not know how to stop the influx of requirements and will neglect reporting or documentation aspects.
- If they have Business and IT competences, then they are the perfect profile, but it is rare.
- It they do not have both, then they must surround
themselves with experts who can bring this competence.
Changes in the role of the IT Department
This movement challenges the current role of the IT Department:
- On the one hand, separating Operations and Transformation results in the separation of IT production from development
- On the other hand, the multidisciplinary nature of the projects which leads to profoundly transforming the business model and not just computerizing existing processes: the IT Department is no longer the main contributor to the projects.
- "BYOD" ("Bring Your Own Device") Actors want to use their own Mobiles at work
- 30% to 40% of IT spending takes place in the Business.
- Digital leads to profoundly transforming the
business model and not just computerizing existing
processes. Enterprises today are ready to rethink their Organization:
- Some enterprises, like Voyage SNCF, have removed altogether the IT Department. They prefer to form work groups with a mix of IT workers, marketing and customer management.
- Others, like Air France, have set up digital committees where the IT management plays an important role.
- Others, like Pernod-Ricard, have set up a "Digital Accelerator Team" which groups together 80 experts worldwide to list the initiatives in progress and initiate Digital Transformation Projects.
- BNPParibas has isolated its online banking activity which acts as a prototype for the rest of the bank. It enables it to throw off the unwieldiness of the established organization. It only represents 4% of the activity today, but is growing by 15% to 20% per year.
The IT Department retains two assets for playing a fundamental role in these new Transformations:
- it is the only department of the Enterprise with experience in promoting the common good, it understands best what a Foundation is, which brings coherence to the Enterprise
- it knows about software complexity and can bring a dose of realism in the decision phases
Its current representatives should play a key role in the new Transformation teams.
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