I know it’s hard to believe, especially for some of the youngsters who might be reading this, but there was a time when air travel was so much nicer than it is today. And no, I’m not talking about back in the 40’s! If you were waiting for a flight to depart and there was a problem, the airline might move you to a competing company to make sure you got to your destination. They might even do that if it was your fault, like getting to the airport late and missing your flight. Not that I have any firsthand knowledge of such a thing, I’ve just heard stories.
While most of us think about “corporate purpose” as companies adopting programs to promote public good beyond what directly benefits their bottom lines, I wonder if a bigger, more complex transformation is at hand?
This is the third of a series of ‘conversations’ centered on avoiding failure when it comes to Digital Customer Experience and/or CRM. The first ‘conversation’ dealt with articulation-understanding-ownership of requirements. The second ‘conversation’ dealt with the challenge of integration. This third conversation deals with the matter of thinking/collaboration that necessarily
In the first part of this series, I pointed out that IT centered programmes that involve the term “transformation” tend to be complex and tend towards failure – failure to deliver the desired outcomes to time, to budget, to end-user expectations. And, I dealt with that which I consider as one of the most important sources of failure – inserting business analysts between those who will be using the technology and those configuring/building that technology.
Information technology centered programmes are prone to failure. This particularly true for the large/complex programmes – in the business world these kinds of programmes have the word “transformation” in them like business transformation, enterprise transformation, or digital customer experience transformation.
There are many factors that contribute to failure. Today, I wish to focus on the business requirements that represent the demand that the technology must deliver.
Why do almost all change initiatives fail to deliver? I have been involved in all kinds of organisational change initiatives whose ultimate purpose was to power performance. These change initiatives have come in many flavours: strategy, people, process, and technology. They have encompassed the front office, or the back office, or both. These change initiatives included: BPR, Kaizen, shared services, quality, ERP-CRM-Ecommerce technology, customer service excellence, strategy…