The Need for a Transformation System of Record
What’s your organisation’s Transformation System of Record?
I bet you can list your ‘now’ systems (HR, Business Intelligence, Asset Management, Financial etc) and your ‘change’ systems (Project Management, Business Process Modelling, Enterprise Architect, etc). You also probably have some ideas about the future (Internet of Things, Big Data, Artificial Intelligence etc). But here are some questions to ponder:
- What system is setting the context for change?
- Is that system accessible to non-technical executives?
- How is the business prioritising and sequencing change?
- How do you align future ideas to change that’s in progress?
It’s likely you have a disconnection challenge:
This discontinuity is important because for many organisation it marks an ownership boundary: business ownership of the Now Systems; IT ownership of the Change Systems.
I suspect some hackles might have been raised by that statement: “David, you’re wrong, all systems are owned by the business.”
A key word illuminates my point: ‘Comprehension’. Only 13% of Boards across the Fortune 100 are ‘highly digital’… so most of the change systems are simply not comprehensible to the majority of Boards. Without comprehension, these systems are challenging to control; without control, ownership is a moot point.
This is important to consider because to establish continuous, good change, you need a baseline to change from, a priority of change against a vision to change to. Without that, how do you know if change is for the better and whether it’s aligned to strategic vision?
The Transformation System of Record
You need a Transformation System of Record. That system is LINQ:
In previous posts, I’ve explained that LINQ does Information Flow Modelling. So how can a system that does Information Flow Modelling become a Transformation System of Record?
The Consequences of Information Flow Modelling
I suggest that a Transformation System of Record is defined because Information Flow Modelling does the following things:
- Provides a holistic model of the organisation that can be understood by all leaders, not just those who are technology-savvy
- Supporting transformation decisions with objective evidence
- A fast and easy way of collecting a view of the current state of the business in terms of value, cost and maturity alignment
- A low-cost way of maintaining a persistent current state view
- Everyone can understand this new way of prioritising change
- A way of sequencing change that enables Kaizen – continuous change for the better
- Creating a view of People that increases the value of your most important asset
- And, coming soon, a powerful way of assigning financial value to your information assets
All of this defines LINQ as a transformation system of record: See the current state; solve the problems incrementally; share the outcomes.
If this has piqued your interest, get in touch: firstname.lastname@example.org. We’d love to hear from you!