Organizational Capability for Transformation


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“You must never confuse faith that you will prevail in the end with the discipline to confront the most brutal facts of your current reality, whatever they might be.” – Admiral John Stockdale, USN.

How do you align the business with IT? How do you confront the reality of a business strategy when it represents a threat to the status quo? How do you align that direction with a portfolio of projects that incrementally deliver on the desired change? In order to transformation a business, company, division, or team, you need to assemble many disciplines and techniques including but not limited to: business strategy, enterprise architecture, project management, personal development, communication, and training.

There are many books, white papers, and commentary on business strategy, project management, change management, IT governance, and organizational design. However, I rarely see any transformational thought leadership that describes these concepts as organizational capabilities, or services that work together in unison. When teams have raised their capability to deliver multiple skills like this, they position themselves better for success.

In order to transform an organization, the organization needs to position itself for success by building the capability to change, or transform. Too frequently, leaders assemble only one or maybe two of the disciplines listed above to deliver significant change. Calling on Admiral Stockdale’s profound leadership, transformational leaders should have confidence in the 1 or 2 skills they have brought together to drive change, but they should also confront the reality that most transformations fail. Have you assembled all the skills and capabilities you need to be successful with your change? What additional capabilities does your team need to better position you for success? Confront your reality and adjust  your team to bring more transformational capabilities to the table.

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