Creating Transformation Convergence

How often do our technology projects seem to be derailed by the very customers we are delivering them to? Who is the villain in this piece? How can we change these tracks we are hurtling down and avoid a trainwreck?

This is how it usually starts, an idea or innovation from the technologists. "We can make things more awesome with [insert the latest tech here] and reduce costs." Then the internal technology conversation goes further, "Let's prioritise this transformation as it will be great for The Business in a few years when deployed. They'll love it!"

Meanwhile, The Business has a separate internal conversation going on, "I need to put out these fires and stop this attrition, like yesterday! What can I do to change things up at speed? How do I change things up? What needs changing?"

Divergence

Two divergent - never overlapping - and separate conversations, from two very different viewpoints and universes. And in two very different languages - Business and Technology.

What is the end result? Is it a smooth convergence of goals and deliverables, or a derailed trainwreck? My experience shows it is often the latter - or at least disappointment and resentment on both sides.

Yet, there are no villains here. Everybody wants the best for the organisation, everybody sees their viewpoint as the way forward and is disappointed that the other group doesn't understand.

This is the core challenge of using technology as the starting point. Technology is, and has always been, a service to support an outcome; the means, not the end; the solution, not the problem. In fact, it is only a part of a larger solution: People running Processes, supported by Technology. It is the last piece of the puzzle - how often do we put it first?

Reset with Why

How can we start the right conversation and ensure that it is a single aligned and converged one?

We need to wind back to the beginning - in fact to before the beginning - we need to understand the context.

We, technologists, need to ask and understand why we need a change. Simple enough, but as we have seen above, so often overlooked. I'm talking about The Business why, not The Technology why. So, we in technology need to align to and understand the business's real challenges and needs. To do this we need to take the rare step of talking to The Business.

Reset, start a new set of conversations - this time between The Business and Technology. This reset can be kicked off by technology - it probably needs to be, initially, to show The Business why they should want to talk to us.

Talk with The Business accountable person about their challenges and needs - their Business Whys - the hurdles in the way of them meeting their Goals and Objectives. These often turn out to be challenges around people and processes. So can we ignore them because they are not technology? NO! Instead, we can rejoice! Technology is not the problem - we can now take our place as a supporting part of a real, needed solution to a known business problem.

Convergence

The reset conversation could look something like this, "Technology can support The Business's people and process transformations with the introduction of Robotic Process Automation (RPA). Let me explain what RPA is and how it can help us all deliver the measurable business benefits and scale we need..."

A single, aligned, understood conversation across Business and Technology. A single set of goals and measurable benefits to realise - by everyone, together.

I have seen this in practice - it does take practise - and it does indeed deliver real aligned converged transformation.

Are you ready to reset your conversations and practice convergence? Have you experienced convergence, or perhaps divergence? I'd love to hear your story below.

Photo by Albin Berlin: Pexels