Improving efficiency, scalability and cost reduction are key drivers for technology transformation, however it is vital that IT aligns with the business to deliver change successfully

Changing market forces can make a compelling case for technology transformation in many organisations, demanding greater efficiency, scalability, cost reduction and integration across departments.

It’s not uncommon to find as an organisation grows there is a risk of duplication in roles, processes and technology, particularly where growth has been achieved through acquisition or strong business units that see their key strength as being independent of the ‘mothership.’

Although the opportunity to improve service, reduce cost and increase efficiency can be significant and on face value a compelling reason to transform, many businesses are often challenged to make the right business decisions due to agenda’s driven from silos or the complexity of the challenge.

So what prevents organisations taking steps to transform and what is the best approach to gaining approval and then delivering successful technology transformation?

Mistrust of IT and its Ability to Deliver

One major blocker is the inherent mistrust the business has in IT’s capability to deliver major transformations.

In many instances, IT is seen as a support to the business rather than as a strategic enabler. As such delays, overruns and failures can prove fatal to the technology transformation business case.

Where successful, IT has been able to position themselves as an enabler and someone that works alongside the business as a strategic partner and helps influence the right decisions rather than just being seen as an execution arm.

Lack of alignment

Not being able to align with the business is a significant blocker for transformation. A sure-fire way to halt any initiative in its tracks is failing the WIFM test i.e. “What’s in it for me?”.

This typically occurs when IT fails to sell or show clearly what the benefits are for the business.

In the case of successful transformation projects, these have typically had senior IT leadership work hard with the heads of the business to get their engagement, a process that focuses on building:

  • Relationships
  • Trust
  • Evidence of delivery capability
  • Demonstration of delivery capacity
  • Value to the business
  • Cost-effectiveness
  • Knowledge and acceptance of impact (No pain no gain)

Compelling event – Strong Business Case

There is nothing quite like a burning platform to drive through transformations that result in increased efficiency, reduced operating costs or increased revenue. Creating or identifying that compelling event and articulating it in a way that the business can understand can help ensure you gain approval and on-going support for the life of the transformation.

Let’s assume that IT has been able to align with the business and become a strategic enabler, have created the compelling event and have a signed-off business case. Congratulations – that’s no small feat. The next challenge is to successfully deliver the technology transformation.

Setting Transformations up for Success

Some of the key ingredients required to ensure a technology transformation is successful include:

Passion and conviction from the top
Strong and unified sponsorship from the executive is a critical success enabler. Few – if any – organisations find change easy. A strong and passionate focus on the benefits of the transformation from the top down helps to ensure buy-in across the organisation. Anticipating and mitigating risks that may derail the program and maintaining high levels of energy and momentum is key especially when the delivery requires hard graft.

Strong alignment with business owners and change champions
Building trust at all levels of management and leadership is critical for success. Working with the business from the first hypothetical discussions to delivering a fully operational IT transformation is essential. Building trust by collaborative working on each element of the program means you can have robust discussions when required to ensure constant achievement of quality.

Use a fit for purpose PM framework
Each organisation has its own delivery DNA which brings the ingredients for success. A right-sized governance framework, with appropriate levels of reporting and documentation across a consistent format will help ensure success. Combining this with a “no surprises” policy ensures that issues are identified early, tracked consistently and informed decisions can be made.

People are key
Capability and culture are two key ingredients for the right team. Cultural alignment above all else can jeopardise success. Hand picking the right people or partners with the rights skills and right values, behaviours and attitude is critical. Constantly monitoring and injecting new energy and capability can be a good tactic if momentum is wavering.

Winning breeds winners
Short, sharp, regular and achievable goals are great for building a winning feel in the process that is technology transformation – or indeed any broad change within an organisation. Keeping scope achievable and being brave enough to scale back if required helps maintain this momentum. With trust and buy in from the business this is easier to achieve.

It’s not about technology
IT is a business enabler. Transformation is to support business objectives. Unless the business processes and capabilities in the business are also improved IT can never be successful. Transformation should include two separate streams, IT and business change. Decoupling dependencies between change and IT can ensure one does not delay the other.

Change and Transformation is Never Easy

There are a number of measures and approaches we have explored above to gain buy-in and maintain momentum to achieve successful technology transformation. Whilst the technology remains very important it cannot be addressed in isolation. The people, relationships and trust remain critical for the success of any transformation.

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