Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

PEFF

Language

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation
What is a Framework
Theory or Practice
Colours
What is Business Architecture Enterprise Architecture Solution Architecture

Ontologies

Ontologies

Structural

MAGIC

Transformational

MAGMA

Enterprise

DOTS
Relationships
Problems
Department Mapping
Department Percentages

Adoption

Adoption
Overview
Detail

Guidance

Iterations

Single
Over Time

Measures

Maturity Model

PTMC

Levels
Tools
Example Report
Step 0
The First Step is NOT the Hardest
Actions

Measures PTMC

Level 0

Motivation

Paradigm Shift
WE Deming
70 of All Change Initiatives Fail
Enterprise Viability
Sage Words
Basic Premise
The Transformation of Transformation
What Your Transformation Capability Looks Like
Building the Machine that Makes the Machine
Culture

Demotivation

Dont Throw The Baby Out With The Bathwater
Domain Blindness
The Red Pill
Timing Paradox
Management Workers Paradox
Process Paradox
Unconscious Degradation
False Accomplishment
Oversimplification
Reality Avoidance
Its Just Not Sexy
The Drowning Children
Step 1
Actions

Measures PTMC

Level 1
Step 2
Actions

Measures PTMC

Level 2
Step 3
Actions

Measures PTMC

Level 3

POET

Culture

Culture

Organisation Structure

Management

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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The Death of the Business & IT

A Pragmatic Approach to Connecting the DOTS

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PEFF>Adoption>Step-0>Motivation>The-Transformation-of-Transformation ◄◄◄           .           ►►► PEFF>Adoption>Step-0>Motivation>Building-the-Machine-that-Makes-the-Machine

Here we try to give an indication of the Complexity, Effectiveness, Efficiency and Risk associated with different capabilities of the Enterprise. Although we are showing an IT rack here, it is not just about IT Networks. It is also a metaphor for the Processes, Artefacts, Information and Culture used in the Enterprise.

First, we see Nirvana. A perfect world where everything is ordered, organised, neat, well understood. Effectiveness and Efficiency are at maximum. Complexity and Risk are at minimum. Of course, none of the Enterprises capabilities will ever be as perfect as this, but still, it is something to aim at.

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Keypoint

Adopt this component by...

Transforming your Transformation capability, is as important as Transforming your Operation capability.

Management: Allocate some resource to the Transformation of Transformation (ToT).

Questions to ponder...

How would you assess the level of Complexity of your Enterprise’s Transformation capability?

How would you assess the level of Effectiveness of your Enterprise’s Transformation capability?

How would you assess the level of Efficiency of your Enterprise’s Transformation capability?

How would you assess the level of Risk created in your Enterprise’s Transformation capability?





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