6 things a Business Analyst should know about the client before a project starts

A common scenario in the software world: Company A has decided to partner with an IT provider B for implementation of an enterprise software. The Statement of Work (SOW) is signed. The CEO of both…

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The Thermocline of Transformation

Why the ocean thermocline provides us with a great metaphor for the difference between optimisation and transformation in change programmes

These are the kind of factors that can not only derail large IT projects, but can often hinder the success of major transformation programmes as well. As well as a ‘thermocline of truth’ we might consider that digital transformation programmes within large organisations have their own ‘thermocline of impact’ as well — relating to the degree and depth of change and transformation that is considered necessary. At the warmer surface layer, an organisation might dabble with change. Looking to minimise risk it will make a few technology investments, or set up an innovation lab or two, or kick off a few new development projects. Yet it hasn’t actually changed much about the fundamentals of how the organisation works, or done this with breadth and scale.

This is the difference between digitisation (taking existing analogue propositions and processes and making them digital) and digitalisation (where change to business models, ways of working, processes, operations, behaviour, culture are far more fundamental). An outdated, clunky process that is digitised is still an outdated, clunky process. We might also think of this as the difference between optimisation — improving existing ways of doing things through the application of technology, and transformation — working back from first principles to be willing to reinvent the fabric of how the business works.

Without wanting to stretch the metaphor too far, a good transformation programme considers the role for optimisation through technology, as well as the place for genuine transformation of processes, strategies, models, culture and behaviour. We don’t need one, we need both. But it also has the focus to ensure effective interaction between the layers and that optimisation and deeper change act together to create a lasting difference. Every transformation programme needs to be aware of its own ‘thermocline of impact’ (and maybe a bit of Whale poop now and then would help too).

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