Most Enterprises are not physically structured around DOTS (but perhaps they should be!). Here we see a group of departments for a typical Enterprise and an illustration of the approximate amount of time each department spends on Direction, Operation, Transformation and Support.

In the first group, we see the C-Suite/Board. Their remit is primarily in setting the Direction of the Enterprise with only small involvement in Operations, Transformation or Support. The Executive Management is the glue between that overall Direction and the rest of the Enterprise. In actuality there tends to be executive management dedicated to certain areas but overall there is a split. Each spends some time working with the C-Suite/Board on Direction with the rest of their time split equally between the other three areas. These are the people accountable for those areas and the important question POET asks the C‑Suite/Board is “Who is Accountable for Transformation and Support?”

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