Governance, innovation, information security, enterprise change, and related signals.
Here’s a story I hear a lot lately: A company is undergoing a transformation and have reached a place where they’re thinking about end-to-end service design. That’s when they remember that they’ve outsourced a lot of operational systems, meaning key bits of data that are required to run a responsive, agile business are owned by an outside vendor. When they go to the vendor to retrieve this data, little information is forthcoming free of charge, and it’s expensive just to get an estimate for data retrieval. Eventually, it turns out to be too expensive to move forward, so nothing is done. The transformation limps along wounded, and leadership blames “the agile” instead of taking a hard look at the vendor.
The digital transformation story is well known by now, and many of us have had a lot of success with it. But what about when things go wrong? To understand what happens when things go wrong, you have to think about what's been successful. Up until recently, digital transformation has concentrated on introducing a combination of lean and agile practices and various accompanying technology innovations, for example: