Enterprise Change: People + Process + Technology = Success.

Enterprise 2.0, defined as use of “web 2.0” technologies to enhance processes & collaboration, starts with the right people driving the change. Sounds obvious to-be-sure. Then why do organizations continually falter?

Further, enterprise wide change in general, requires the right people in the right place, who are then, subsequently, supported by process & technology. Yet again, this obvious sentiment is rarely adhere to in practice.

The strategy road is paved with good intentions, and strong program plans. Yet, few achieve their objectives. Fewer do so on-time or budget. What is going on then?

Great example of Augmented Reality (did

Great example of Augmented Reality (did I get that right @joepine ?) Musical Exploration of New York’s Central Park | Wired.com http://ow.ly/6PesA … infinite possibility is here…

Design Is Part of BAU.

A recent article on Fast Company’s design page, hosts an article: “The Secret To Apple’s Long-Term Success?“.

Their simple answer to what it is? It [Apple] always prepares for the future. They design to over-haul and innovate. Never to just “upgrade“.  Innovation is “to renew or change”.  It is not just part of an offsite strategy retreat. It is the past, present and future of everything.

Apple does this. That’s why they are the largest technology company in the world.

But there is good news, like all Apple’s outputs, their is a sleek, simple to use, strategy & philosophy that is replicable on the open market. Real challenge is the courage to use it, and the passion to stay committed. Thank Mr. Brendan ” Getting It Done” Calder.

Bringing It All Together.

OK. Lets summarize.

Strategy should achieve a change in customer experience, to deliver a financial result. To achieve this, most organizations are faced with a fundamental re- architecting of their business & operating model. From marketing through sales, origination, service & fulfillment, and closure, most organizations are architected with a product strategy in mind. Siloed functions, departments & lines-of-business, are not structured for customer oriented transaction. Little wonder then, when strategy fails.

Strategy design is the re-engineering of strategy to achieve a certain measurable objective. It answers the questions: why do what we do (authenticity & purpose), how should we do it (where should we play to win), what do we do (the service/ product offering), and when will we know we are succeeding (metrics). If the answers to these questions are not compelling, agreed and communicated at every level, you are still at the design board (not the execution).

From strategy design, organizations move to designing, hypothesizing & validating the target operating model (T.O.M.) needed to achieve a strategy. The T.O.M. indicates how to fundamental change the company’s organization (people), operating (process) & technology (tools), by providing an end goal (we should look and operate like this), which when compared to the “as-is” state (where we are today), generates a gap- analysis in the necessary capabilities to get you there.

Once a T.O.M. is architected and agreed, and a gap- analysis conducted, a portfolio of projects can be constructed, that are directly tied to the T.O.M., and as such the strategy.

Nice & simple right? Yes. But only if a number of complex parts are kept in mind…