Our goal is to ensure that the right people are qualified "just in time".
Business representatives are the first ones who should know and understand the method and the target solution in principle. Key users as the later multipliers in the company will be the next. Testers, employees for the migration, support staff in IT - the most diverse target groups require differentiated qualification paths that need to be orchestrated in a concept.
Where does the transformation begin? Transformations are often triggered from within the IT organisation. Or they are imposed top down and then delegated to the IT or process organisation. This is all well and good, but often leads to the neglect of other crucial areas: you run the risk of disregarding the business component of transformation this way! If you forget this component, you will have to wonder about supposed shambles or bad investments.
It is very hard for traditional system houses in particular to focus on such transformation management topics.
Their home is technology, their expertise is the construction and implementation of technological solutions. Their focus is not on the transformation of companies. In recent years, we have developed tools precisely in this area that can be the "insurance", the icing on the cake at the end of all days. They make the difference between success and failure. And they fit exactly to the chosen method and schedule.
With Instant Transformation, we create the conditions for a completely different approach: With a solution oriented towards industry best practices and state-of-the-art technology, the user sees the new processes and systems from the very beginning. From the beginning of the project, they can understand how their colleagues will work in the future and thus understand much faster where and how the company will transform itself.
What are the appropriate tools for the transformation?
This is often about tools, such as the software to be introduced, the process modelling tools, the project planning tool, the documentation platform. And it is about the methods, such as Agile, Scrum, SAFe, Prince2 or ITIL.
Now ask yourself these questions: What about the employees who do not belong to IT, who do not do projects every day, who are expected to support a major initiative in addition to their daily operational business? What about the managers who, in addition to numerous other projects, are now also supposed to accompany and manage this one? Don't these people also need early enablement? Of course, your managers also need comprehensive support and preparation.
And this is where "procrastination" likes to come into play: a lot of things are more important right now.
The system design, the process workshops, the requirements definition, the project plan, the operative business. Only one thing must be clear to everyone: If I send a team on a transformation journey and don't help them navigate, I shouldn't be surprised if I end up astray.
Later on, the construction will start and it will be time for the test. So there's no time for qualification. We'll do that later. And then, suddenly and unexpectedly, things get serious: testing is about to start, migration is imminent, the live setting date appears on the calendar. And now time is running out, now things have to be done fast. One thing is certain: learning and the basics for reliable action look different. While we are technically on the cutting edge of technology, modern enablement is often not granted any space.
But the faster and more agile our project worlds become, the more important it is to staff them with a team that is empowered at a very early stage.
Systematic qualification is absolutely necessary:
- methodological qualification
- procedural training
- imparting knowledge about the solution in the context of one's own company
- Promotion of active learning as well as knowledge about the critical success factors of transformation management
How do we promote learning in the company?
- Use of formal and, above all, non-formal learning formats
- Intelligent, contemporary use of media for more sustainable approaches to learning
- Creation of formats, spaces and times conducive to learning for the development of new skills and abilities.
- The goal must always be better understanding and the ability to act independently.
Conclusion
Finally, we need to understand that frontloading of problematic issues is a success factor in transformation management. Frontloading the qualification of the entire organisation is a second.
If you invest early, if you also make transformation a business initiative, if you use it to lift your entire organisation to the next level of development, you will transform your company successfully. Your calculated expenditure should be significantly above 10% of the planned total expenditure of the investment, and you should lay the foundation for tomorrow's success with the right partner. Procrastination has never been a solution.
But you can start right away! With the help of the definition of key elements of the necessary market-side business IT target architecture, derivation of concrete measurement parameters for successful implementation, with adjustment measures for the business and IT organisation - from start to result in a few weeks with manageable effort.
