Seeing red about transformation

摘要

There is no short cut to embedding change. Change is a process not an event. In recent years transformation has been the label given to operational change. This usually translates in to programmes of activity. Programme, and project management methodology takes over. It's all too easy to become engulfed in business cases, key deliverables, milestones, project plans, Gantt charts, issues logs, and risk logs. A new hierarchy of bureaucracy emerges as programme boards, senior responsible officers, and quality assurance processes, highlight reports and metrics appear in an attempt to control the beast that goes under the name of transformation. In some instances such activity is badged organisation development (OD). This is not OD: it's a potential recipe for disaster.