Transformation is inevitable, whether its technological, cultural or business-related. So, rather than stand against the tide, going with the flow would be much more preferable. Take the reins of change, and create a culture of transformation within your organization so that you may constantly evolve as a business. Layering cultural and business transformations allows you to constantly reinvent yourselves so that you may stay at the top of your game as an organization. At, Xentity, we believe in updating and improving what we have got. So, this idea of transformation is big for us. We want to take this opportunity to spitball ideas on how you can lay down your cultural and business transformations.

5-Part Series

In this five-part series of blogs, we will not only show how these cultural imprints help evolve business overtime. We will also show how historical imprints effect these transformations. Also, how organizations capture these profiles of transforming organizations and some case studies that further explain these concepts. Then, ultimately, how you can introduce these kinds of transformations in your own business.

Cultural Impacts – Defined

Cultural impacts on federal civilian departments are laden with the historical impacts, perceptions of history, societal values and reactions, and differing orders of domains, which range from serving, business, policy, and innovation. Whether you’re a historian or in the business of federal contracts, helping to create a more efficient policymaker in your government, it is important to understand these transformations (impacts), how they came to be and how they’ve affected federal civilian departments. Understanding the history behind it all, helps you create a better version of your client’s product.

Organizations can centralize these impacts at a high-level into the larger picture of how historical imprints create varying reactions in the civilian government subcultures. The softer sciences have historically had a large influence on management theory on how to address these matters. However, as the technology revolution, driven by the uncontrollable force of Moore’s Law, weighs in, the future of management is becoming more driven by harder science.

A Little Bit of History

The recent history of few-decade managers are impacted by the organizations and industries over several years. Finally, any organization’s history is impacted by the societal values put upon it. It is driven by a long-term revolution, or the nature of humanity towards the industry.

History and precedence has fundamentally driven the value models for selecting value frameworks in societies (i.e. despotism, democracy, hiring models). Also, in managing and governing resources for business (i.e. distributed, products, services, aggregators, manufacturers, service providers). It is those investment approaches that yield technologies controlled within a certain society or set of societies. These investment approaches have yielded technologies. Technologies once invented. Controllable or possibly controllable technologies within a certain society or set of societies.


Looking forward, softer science management techniques are failing. A huge bellwether of change is looking at how the NSF and other research-funding organizations are finally revising the 60-year-old approach used to fund research, and are changing to more coordinated models to garner faster research to stay ahead. Offshoring models are moving services to Asia in similar vein of manufacturing. Meanwhile, the United States management techniques still rely on softer sciences to address cultural change. This is why Our concepts are biased towards the next “generations” concept.

Transformation Tool Sets

The world still sees America as the leader in innovation. Japanese contracting partners expressed this to us on a few occasions in collaborative work. However, the American management style is struggling to adopt more measured techniques to deal with the rapid transformation. Technology investments in corporation, whether they are in management information systems, user self-service models, or data science issues have shorter lifespans on architectures developed just a few years before deemed to be multiple iterations.

Given such, tool sets such as transformation methods that adopt a myriad of architecture techniques, enterprise analysis, business process modeling, compliance analysis, maturity model comparison, logical architecture and pattern analysis, and other measure methodologies are going through growing pains to help address this needed gap in management models with more hard science and objective analysis.

Xentity has looked at what we developed in the Methodology for Business Transformation that we presented to the Federal Enterprise Certification body and experts some concepts to overlay on top Cultural Transformation concepts that help address the management understanding gap. The following blogs that will proceed this one, look to capture analysis approaches on how to do just that. The next blog will capture cultural imprints and how they help evolve businesses overtime.