Relieve the Transformers of the Operations


But he didn't get any results, the employees tended to reproduce what they already knew.

The Baker understood that to Transform is not the same thing as to Operate…

To stay the course, the Baker has to not only excel in the Operations, but must also know how to evolve by taking charge of his Transformation. They are both different kinds of activities and cannot easily be carried out at the same time. To Operate is to manage the present; to Transform is to prepare the future.

The Baker selects one of the most imaginative apprentices to be in charge of the Transformation.

Short-term concerns always win over the long term: an operational occurrence in the Operations needs to be dealt with as a priority compared with occurrences that may affect the Transformation Projects that are underway.  If we want to successfully complete complex Transformations quickly, then we must relieve the Transformers of Operational tasks. To put it plainly, we must clearly separate the Operations from the Transformation.

IT departments have understood this well as they have traditionally isolated "studies" from the "IT operations".

But this obvious idea is not that easy to implement. Indeed, it is met with reticence by those in the Operations:
We can leave Operational Actors to lead simple Transformations that only require slight modifications of the Model.
On the other hand, we cannot let them carry out heavy Transformations that require new Models to be created:
How do we convince the Operational managers?
If one Business Line wishes to favor Agility, it is essential that it separates the Transformation responsibilities from the Operational ones.
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The story of George the Baker is made available under the terms of the
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