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>Items>Architecture-and-Engineering>Inter-Phase ◄◄◄           .           ►►► POET>Culture>Organisation-Structure>Workers

Here we suggest the Executive Structure required for an Enterprise based on DOTS.

The COO would have the Head of Business Operations and the Head of IT Operations reporting to them. To the COO, it doesn’t matter if the business is being executed by a person or a machine. He is accountable for the execution of Operations, but also for the improvement to Operations. All of Operations.

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Keypoint

Adopt this component by...

Someone should be Accountable for the strategically important Transformation capability of the Enterprise.

C-Suite: Appoint a Chief Transformation Officer (CXO).

Questions to ponder...

Do you have a CXO?

Who in your Enterprise will bang the boardroom table to resources to improve how Transformation is effected?

Who in your Enterprise would be best placed to move into that role?

Are Transformation and Support represented at the CxO level in your Enterprise?

If not, does this cause any problems?

What are the impact of these problems?

What needs to happen to alleviate these problems?

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