Layering Cultural and Business Transformation (Part 3)

Varying Maturity Levels – Change Reaction

So what are ways to view the maturity levels?

Maturity LevelsName/PatternDescription
1Side “I” RoutesBound for failure – Driven by either all Soft Science or all Hard Science
2Corner “L” routesTransitional, Hope – Driven by historic Soft or Hard, and afterfact looks at the other
3Middle “C” routesMission Integrated – Analysis blends cross-organization as part of the culture
4Mixed – Top “Y”, lower “Z” RoutesUser Integrated – Analysis understands and can manage to the customer experience and needs
5UtopianOnly exists on earth in business school textbooks

Maturity Level 1

Side “I” Routes

Engineering change – Frustrated by governance or business, typically through skewed perception of imprint, technology is streamlined out. This is usually cut out IF the advance is widely impacting, but not cut out if localized.

Visionary change – Visionary without execute sets out a new unit to establish new objectives, but never gets it into business, policy, or has the organization to manage a business to implement services

Comments:

– Change gets implemented in a segregated fashion due to the reaction to the imprint – Organizations are truly split (Figure 3)

  • Examples: Dot-bombs were soft (financial market) or tech (new silver bullet invention)
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Maturity Level 2

Corner “L” routes

Hype Change – They can take a societal change of acceptance to a new technology innovation, put it through legislation, implement technology, but without seeing how to measure performance and properly manage the business

PR Change – They can take a societal reaction to a short-term fiasco (i.e. public corruption), bypass legislation, state how will be measured, and implement service on existing approach

Comments:

– Momentum based organizations are split, but sub-culture has some alignment to allow for bullish efforts(Figure 3)

  • This is unfortunately the current management model in Civilian Government. Mostly due to legislative instability in external drivers which has fostered a copycat culture within agencies
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Maturity Level 3

Middle “C” routes

Consumer Change (left)– Consumer demands on service and product providers drive the organization to adapt policy, and change performance within business, but uses the old ways to produce, not to integrating new advancements that could improve mission objectives

Management Change (right) – Management reacting to new innovations establishes policy and new investments to take advantage of such, but investments tend not to live up to policy goals as never took into accounts mission objectives, and still focus on silo’d objectives

Comments:

– Not until recently with legislation change due to societal values to stop this overspending, has the investment in technology been governing resources through a channeled mechanisms.

– This change is causing the sub-cultures to move slow based on the imprint (bad taste) left when they tried to execute the mission as a whole decades ago. They have little faith that performance can be achieved.

– This requires strong executive showing and demonstration of follow-through, smart teaming, and experience in transformational leadership

  • This is for organizations ready for business transformation – either in response for relevancy (upgrade business model) or in response to modernization (upgrade experience and total cost of ownership impact)
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Maturity Level 4

Mixed – Top “Y”, lower “Z” Routes

Integrated Performance Management – Balancing Societal needs and Innovation to both set realistic objectives that are measurable and governing new innovations to better achieve those goals

Integrated Change Management – An integrated approach across all sub-organizations involved with business and IT Management allowing for proper maturation and expectation setting by legislation while implementing innovations to better achieve the mission.

Comments:

–          Strategic Planning and Performance Management focuses on the Top Y (Imprint)

–          Business and Technology Management focus on the lower Z (Reaction)

–          More integration between the two will allow for true integrated change (Blends Soft and Hard Science together)

  • This is the ultimate model when traditional softer science executive management bodies (executive, operations, financial, product lines) work closely with engineering, service centers, and process, line, or data lifecycle managers to ideate together. The more successful private organizations are in this model.
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Maturity Level 5

Utopia? Through utopia is a dream we all may not want, the best integrated approach would include:

  • combination of societal change and innovation External factors and Timing dependent
  • vetted through governance Assured boundaries of change
  • setting performance objective Assured Measurement of boundaries
  • Proper funding for business management  Held accountable by objective measure
  • Finally, provision of products and services that meet cost and relevancy needs in continuously improving fashion

Next section will cover some case study examples and what goes beyond pattern identification.