Secrets to Business Transformation: The Seven Deadly Sins - Slide 8

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It is critical to find the talent ahead of time, find the capabilities of the future ahead of time, and to ensure that your operating capability anticipates rather than responds to a transformed market. What if Amazon couldn’t ship its products on time and accurately? Customers would go to the competition, of course. And yet, it’s common for companies to do more and more — to implement greater and greater change — without a context for employees and customers to frame improvement initiatives. There are two categories of performance management corporations must master: human (inspiring, organizing work, people performance and incentives) and corporate (analytics, systems and methods around the financial, operational, customer and strategic outcomes and outputs). To execute well in the second category a company must have capabilities in four areas: monitoring, measurement, management, and direction setting. As if that weren’t complicated enough, companies must be able to strike a careful balance between surviving today and investing in tomorrow.

Having covered the IT industry and written about IT professionals for over 20 years, Don Tennant has seen what happens when the C-suite in a company tries to undergo some sort of business transformation without IT having a seat at the table. So he was recently gratified to learn that an IT guy has written the book — or at least one of them — on the topic.

Mohan Nair, chief innovation officer at Cambia Health Solutions in Portland, Ore., is a computer scientist with stints at Intel, Mentor Graphics and a few other IT companies under his belt, and now he’s the author of “Strategic Business Transformation: The 7 Deadly Sins to Overcome.” Nair’s premise strikes Don as a logical one: That effective business transformation won’t happen unless business leaders give employees a cause to believe in. Here’s an encapsulation of those “deadly sins” that Nair says must be avoided in this cause-driven approach.

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