It depends on how different the new operating model is. Key tactic: change management! (comms, champions, anticipate and mitigate resistance, educate and enable, etc). Also don’t try to design in detail how it’ll work first: leave room for people in role to work that out and so own the change in their space. Also ensure …
Category Archives: Blog
Don’t start your operating model design with an org chart
For many people the bottom line for operating model design is the org chart. This is why most people focus on the org chart and want that answer as soon as possible. After years of consulting on operating model design I can tell you that the org chart is literally the last thing you should …
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Good enterprise architects are systems thinkers
Good enterprise architects are systems thinkers, who are interested in everything so that they can understand what’s really happening in challenges that cross function boundaries, so that they can design options for improving IT and business performance.
Don’t limit architecture to IT
Traditionally Enterprise Architects do the strategic planning for IT/IS/IDS: e.g. producing technology investment roadmaps, defining technology standards, mitigating technology complexity and risks. These are still important services for an EA function. However focusing only on what essentially amounts to enabling an efficient and useful IT shop is limiting the value that architecture and IT can …
Stay alert for bullshit work
And end of year thought.. Our work as transformation, strategy, enterprise architecture, etc professionals only exists because organisations become complex as they rise and grow to meet their meaningful purpose. Our work is meant to help manage – and hopefully reduce – the complexity of doing important work at scale. However this sort of work …
The work environment is like a garden
The success of your organisation is dependent on the performance of your people. There is no success or organisation without the people. The performance of your people is dependent on the environment you ongoingly create for them. And the work environment is like a garden. You have to plan it,tend it, nudge and fertilise, remove encumbrances, be patient …
How the work happens is as important as What work happens.
How you interact with your team is as important as what you’re asking from them. In the same way that how you drive your car is as important as the drive itself. If I want to drive from Marseille to Paris—a trip of 770 km—there’s more to it than simply driving for 8 hours. I need …
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The problem with accountability
I have been a disciple of accountability for years, believing it is the answer to higher performance. But lately I’ve been paying more attention to that not-so-good feeling I get when I think about or ‘do’ accountability.
We tend to back away from applying accountability because Accountability = potential for getting into trouble, and neuro-psychologically, we are both in threat/defensive mode and therefore unable to a state of higher performance.
Are there other non-threatening models we can use instead of accountability?
Change management is not a mystical art
Change Management done well is not some vague mystical art. It doesn’t depend on the hypnotic influence of a Jedi knight change manager to sway a crowd. It doesn’t depend on the martial power of an authoritarian leader to force people’s compliance. Sure – if you have a Jedi knight or a dictator, you’ll get the …