Index

POET

Items

Architecture and Engineering

Yin and Yang
Architect Horizontally Engineer Vertically
Overlap
Inter Phase

Culture

Organisation Structure

Management
Workers

Culture Trumps Everything

For Better or Worse
The Power of Culture
Immense Problems
Immense Opportunities

Slaves to Psychology

What Do You Think
Is All Value Easy to See
I Was Only Doing What I was Told
Are You Better Than a 5 Year Old
Who Decides
Absolute Power Corrupts Absolutely
Style over Substance
The Halo Horn Effect
Cognitive Dissonance
The Dunning Kruger Effect
The Peter Principle
The Matthew Effect
Prices Law
The Best Managers Are Sociopaths
Personality Traits
The Prisons of Two Ideas
Logical Fallacies

Architects and Engineers

Fundamentals
Comparison
Architects and Engineers Who Are You

The Architect

Secrets
An Impossible Job
What Does An Architect Do
Architect or Charlatan
The Pragmatic Architect Creed
Language

PEAF

Adoption

Step 5
Actions
Prepare Culture Change
Step 6
Actions
Rollout Culture Change

Culture

The Management vs The Workers

Most Valued Player MVP
Comparison

IT vs The Business

Is IT Special

What vs How
Yes But Not Because its IT
When Two Tribes Go To War
Should IT Ever Say No to The Business
Comparison
       
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- PB-CULTURE


POET>Culture>Organisation-Structure>Management ◄◄◄           .           ►►► POET>Culture>Culture-Trumps-Everything>For-Better-or-Worse

This view shows how the various roles of Transformation map to the different phases of Transformation. The roles shown here may differ from the names used in your Enterprise. These are not hard and fast divisions of labour but will allow us to illustrate how the simple patterns tabled here, when repeated at each level, allow the whole to work together coherently.

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Keypoint

Adopt this component by...

The Pragmatic Role and Phase patterns are key to assigning RACI to roles.

Management: Apply the Role and Phase patterns when assigning RACI to Transformation roles.

Questions to ponder...

Does your Enterprise have a pattern for Accountability and Responsibility, that enables the whole of the Transformation cascade to work together coherently?

Does your Enterprise have a pattern for Consulting and Informing people, that enables the whole of the Transformation cascade to work together coherently?

What would the diagram look like if you overlaid the people and roles that your Enterprise defines along with their RACI mappings?

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