The value of a bold vision and a steady hand for transformation

When it comes to transformation initiatives, there are many reasons to avoid a bold vision:  it can be risky and hard to achieve — it can seem overly ambitious and can even appear reckless.

Having a bold, powerful vision is a really powerful driver for a transformation initiative especially if the vision is accompanied with a pragmatic delivery model.

I suggest embracing the bold vision, build excitement for it and also caution.  The caution is around how much change and scope the organization can handle at a given point in time.  It’s great to have a bold vision, but delivery projects need to be realistic and properly managed.

This is one of the reasons that I see architecture and delivery as hand-in-hand when it comes to transformation initiatives:  architecture is involved in helping to build and guide the (bold) vision and delivery (and delivery architecture) help to make this happen and communicate how these worlds come together.

Ideally, there is excitement and commitment to an ambitious target state.  This can galvanize the organization around the change.  Each of the properly scoped, resourced and budgeted initiatives can then be executed and aligned to the big picture.

So don’t pull back from the big, bold vision — but make sure that it has been grounded in a logical sequence of projects that are based on a realistic scope and schedule.

2 Responses to The value of a bold vision and a steady hand for transformation

  1. The importance of the – how you called it – delivery archtecture cannot be overemphazised. Most organizations are capable of developing a target vision as part of their enterprise architecture or strategic initiatives. However, executing on this strategy often seems to be difficult and the vision will be called unrealistic as soon as issues in the delivery projects occur.
    Delivery teams will blame the enterprise architects for being too visionary; architects will consider the implementation teams to be too focused on their deliversbles and time schedules.
    For this reason it is my strong believe that architects have to be embedded in the delivery projects to provide guidance on how to archieve the long term vision. At the same time, they are also responsible for some concrete deliverable and therefore loose their reputation of living in an ivery tower.

  2. And all this, as always, comes down to a myriad of application code, interfaces and hidden stumbling blocks. I completely agree that any bold vision must string along the realities of complex IT environments and be prepared for deployment – always a step ahead.
    APM in its original vision promised to bring the helping hand. Unfortunately, driven by vendors who, at the end of the day, simply sold their previous code-analysis software as now dressed as ‘APM tools’, this promise has not materialized. The reason is simple: companies looked at these software tools and asked what they can do with them, rather than defined what they wanted to do and deployed tecnology to achieve it.
    A proper APM solution, delivered at the right level and depth at all stages would suppport transformation the way it needs to be supported – and would bring the vision and reality closely connected – a must for success.

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