I recently started a post on this topic which I am continuing here with some additional principles that you might consider adopting if you are leading a transformation of IT capabilities. (If you wonder what that means, please refer to the first post in this series.)

Principle #3. You don’t have to call it a transformation!

Calling a major change program a “transformation” has a nice ring to it - gives it a sense of importance and gravity. And therein lies the trap! Transformation programs are often characterized by a high level of communication up front - burning platforms, compelling future state visions, sense of urgency, blah, blah, blah. They are equally characterized by a gradual fading away of all the hype and noise as people lose interest, fail to see any real action, and get drawn back into the realities of their day jobs, and the magnetic hold of the status quo.

Sometimes it is better to plan on a quiet start and a loud finish, rather than the other way round. After all, a transformation is an outcome more than it is a plan or intent. Imagine a personal trainer saying, “I am going to transform you into a fitter, healthier person who will look better, and live longer. Here are your exercises and diet plan.” While she might be willing to make that promise, it is false, and I am likely to be disappointed and to lose interest pretty quickly. Imagine on the other hand she said, “I’m going to teach you some exercises and show you a diet plan. If you do the exercises as taught, and change your eating habits per the diet plan, you will over time transform into a fitter, healthier person who will look better, and live longer.” Now that is an authentic promise. It is believable, realistic and a far more authentic approach for her to take. The real transformation is for me - can I really get myself to exercise and eat per her recommendations? Rather than promise an IT transformation, lets focus on what we are going to change, what we are going to do differently, what new outcomes will result, and why these outcomes are valid and worthwhile.

Principle #4. You can’t transform IT by transforming IT!

It is said that businesses get the IT they deserve. This is a round about way of saying IT organizations exist for the businesses they serve, and that it is the unique confluence of business and IT that ultimately creates value from IT investments. When we talk about “the performance of the IT organization,” except for basic IT infrastructure services, we are talking about the product of business-IT performance. In other words, it is ultimately the way that businesses harness the potential value of IT that is being transformed, rather than the IT organization as the subject of transformation. It’s of little use if the IT organization introduces a new investment prioritization process designed to shift IT investments to a more innovation-focused profile if this is not embraced by business leaders.

Please let me know about your experiences with IT transformations. Have you developed any principles that might be of interest to others?