Technology is only one third of any successful organisational transformation – the processes and people in the organisation are the other two, and are actually the most important of the “triangle”.
Transformation should always start with a thorough, honest assessment of process. Identify those areas working well as well as those performing poorly. For sub-optimal processes, target the desired state by assessing strategic objectives and peers for “best in class” approaches. Poor process can give false impressions of the state of the people structures and technology in place in an organisation.
Once the necessary processes are understood, ensure the people organisation is structured to efficiently and effectively operate and manage them. Realign roles where necessary, and ensure all elements of the organisation understand its purpose. Finally, implement structured performance development structures to ensure the structure runs at its best.
Technology is the “last” element to consider. It is an enabler that can help improve already sound organisations, but can never turn a poorly performing organisation into a good one on its own. It is often the most tangible item to change and as a result is often, unfortunately, the first to be tackled. Large expenses on technology programmes often bear little fruit in outright organisational improvement.
C7 Consulting structures the transformation programmes it is engaged on using the above principles to achieve the very best results for its clients.