Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

PEFF

Language

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation
What is a Framework
Theory or Practice
Colours
What is Business Architecture Enterprise Architecture Solution Architecture

Ontologies

Ontologies

Structural

MAGIC

Transformational

MAGMA

Enterprise

DOTS
Relationships
Problems
Department Mapping
Department Percentages

Adoption

Adoption
Overview
Detail

Guidance

Iterations

Single
Over Time

Measures

Maturity Model

PTMC

Levels
Tools
Example Report
Step 0
The First Step is NOT the Hardest
Actions

Measures PTMC

Level 0

Motivation

Paradigm Shift
WE Deming
70 of All Change Initiatives Fail
Enterprise Viability
Sage Words
Basic Premise
The Transformation of Transformation
What Your Transformation Capability Looks Like
Building the Machine that Makes the Machine
Culture

Demotivation

Dont Throw The Baby Out With The Bathwater
Domain Blindness
The Red Pill
Timing Paradox
Management Workers Paradox
Process Paradox
Unconscious Degradation
False Accomplishment
Oversimplification
Reality Avoidance
Its Just Not Sexy
The Drowning Children
Step 1
Actions

Measures PTMC

Level 1
Step 2
Actions

Measures PTMC

Level 2
Step 3
Actions

Measures PTMC

Level 3

POET

Culture

Culture

Organisation Structure

Management

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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The Death of the Business & IT

A Pragmatic Approach to Connecting the DOTS

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PEFF>Adoption>Step-0>Demotivation>Timing-Paradox ◄◄◄           .           ►►► PEFF>Adoption>Step-0>Demotivation>Process-Paradox

The Management/Workers Paradox barrier to getting an Enterprise to mature its Transformation capability is that those who experience the pain have no resources to reduce it, and those who do resources to reduce, do not experience, or ignore the pain.

This thinking behind this paradox is based on over 30 years of personal experience, but also from hundreds of people that we have spoken to on LinkedIn. The question posed was:

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PEFF>Adoption>Step-0>Demotivation>Timing-Paradox ◄◄◄         Enroll to Self Study Now!         ►►► PEFF>Adoption>Step-0>Demotivation>Process-Paradox

Keypoint

Adopt this component by...

Management/Workers Paradox:

Workers experience the problems on a daily basis.

Management says there are no problems,

Management: Start actively listening to the workers, and use the PTMC to perform an assessment

Questions to ponder...

Do the workers in the Transformation capability of your Enterprise think there are problems?

Do the management in the Transformation capability of your Enterprise think there are problems?

If both answers above do not match, what needs to happen to resolve that?





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