Avoiding Transformation Program Fails

McKinsey & Company claimed in 2013 that 70% of Transformation Programs Fail (AIPMM, September 2013)BusinessFailure


The McKinsey breakdown on fails went like this (Employee Resistance: 39%; Lack of Management Support: 33%; Inadequate Resources or budget: 14%; Other: 14%).

I don’t see much evidence that this has changed over these past seven years.

My first takeaway viewing the slide presentation was that it was mostly about not taking the time up-front to model the run-time platform users would eventually be using.

Since work is all about converting information into action, system designers should reasonably look to a generic workflow/workload management platform where organizational processes can be mapped, rolled out and made available to users for modeling purposes.  If the user perception is that work is easier under the new system than under the current system, employee resistance is likely to decrease.

The mapping should be done by the users, with a facilitator present.  Clearly, having to learn a notation or language in order to be able to map out a process is a turn-off.  Same for having to build/maintain database tables, building data display/data collection Forms at process steps and putting in place any required rule set development.

The solution here is to have an initial modeling phase that uses images of eventual forms and summary narrative descriptions of rule sets. Real forms and rule sets can come later.

My second takeaway was that a good portfolio management  platform (proposed initiatives, threat assessments, ROI/SROI and explicit funding/project auditing mechanisms) relieves Management of the need to provide ongoing “support”.  That said, the fast pace of business today requires that Management continuously scan the horizon for opportunities/problems and monitor the progress of initiatives during implementation phases.

Stay tuned for a description of orderly processes for planning and managing Transformation Programs.

“Success Evolving Strategies (methods, tools, platforms)”


Then, a second article

“Success Achieving Operational Efficiency and Effectiveness (methods, tools, platforms)”


About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, major crimes case management, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2021 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions Number of accessing countries 2010-2020 : 168
This entry was posted in Adaptive Case Management, BPM, Case Management, Competitive Advantage, Operational Efficiency, Operational Planning, R.A.L.B.. Bookmark the permalink.

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