75 Questionable Thoughts About Organizational Transformation

Questionable Thoughts
Questionable Thoughts
  1. Strategies
    • People
      • Only executives can transform organizations
      • Internal expertise have no/minimum value
      • Everyone will be eager to contribute
    • Processes
      • Internal business processes and Information Technology (IT) processes don’t matter
      • Interfacing processes with partners and vendors don’t matter
      • All processes and standard operating procedures (SOPs) have been documented and followed without deviation
    • Products
      • Our products can’t serve beyond current client industries
      • We don’t need to look for best-of-breed products
      • We don’t need product evaluation feedbacks from customers, employees, partners, and vendors
    • Services
      • Employee experiences are not important
      • Customer experiences are not important
      • Partners and vendors’ experiences are not important
    • Technologies
      • IT doesn’t need to get involved
      • Shadow-IT doesn’t exist
      • IT is just an enabler
  2. Politics
    • People
      • All title-holders have the same power
      • Only leaders can be the go-to people
      • There are no biases at play
    • Processes
      • We always have fairways of making decisions
      • We always methodically assess the power and its effects
      • Power-grabs don’t happen
    • Products
      • Personal experiences don’t affect product selection
      • Personal experiences don’t affect product selling
      • Personal experiences don’t affect product development
    • Services
      • There is no correlation between employee services and customer services
      • Customer services don’t affect partners and vendors
      • Unconscious favoritism doesn’t happen during the decision-making
    • Technologies
      • Technologies keep us unbiased
      • The ecosystem of technologies ends within organizational boundaries
      • IT can’t help
  3. Innovation
    • People
      • There is no correlation between organizational innovation and individuals being innovative
      • The innovation and experimentation of partners and vendors don’t affect us
      • People need to explore being innovative in their own time
    • Processes
      • Incremental and disruptive innovations follow the same processes
      • Can’t learn from others failures
      • Innovation doesn’t require a methodical process
    • Products
      • A particular department/individual is responsible for innovation
      • The innovation of others doesn’t affect us
      • There is no need to have feedback loops from employees, customers, partners, and vendors
    • Services
      • Only customer services can improve customer services
      • There is no need to test and improve customer service journeys
      • Wise to follow industry status quo standards
    • Technologies
      • There is no innovation left in technologies
      • Adapting technologies is the easiest thing to do
      • IT is a cost center and doesn’t require an innovation budget
  4. Culture
    • People
      • Only executives can set the cultural norms
      • External environments don’t affect culture
      • Culture is only about people
    • Processes
      • Business processes and IT processes don’t create a culture
      • Culture is unquantifiable
      • Culture isn’t a learned behavior
    • Products
      • Culture doesn’t impact the products we buy
      • Culture doesn’t impact the products we sell
      • Culture has no implications for product development
    • Services
      • Culture doesn’t impact the services we buy
      • Culture doesn’t impact the services we sell
      • Culture has no implications on employee and customer journeys
    • Technologies
      • Technologies can’t augment the culture
      • Technologies can’t destroy a culture
      • Culture-clashes need to be normalized
  5. Execution
    • People
      • Preparing sponsors, champions and leaders isn’t necessary
      • Only a handful need to know about the overall strategy
      • Layoffs are on the table
    • Processes
      • No business processes and IT processes need to be adopted for transformation
      • No business processes and IT processes need to be adapted for transformation
      • No business processes and IT processes need to be abandoned for transformation
    • Products
      • Don’t need to learn and quantify how products succeeded
      • Don’t need to learn and quantify how products failed
      • Customer, employee, partner, and vendor product usage has no relevance
    • Services
      • Customer experiences aren’t a priority to execute strategy
      • Employee experiences isn’t a priority to execute strategy
      • Don’t need to map the gaps of experiences
    • Technologies
      • Technologies can’t be used to execute strategy
      • Technologies can’t be misused to execute strategy
      • Technologies aren’t and can’t be ingrained into every aspect of executing strategy

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Author: Khan

Speaker | Advisor | Blogger

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