Do transformation initiatives always require pre-defined goals?
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Senior Executive Advisor in Software2 years ago
One of the underlying goals of a business transformation effort is to address the organizational silos that are created between the business and developers. It’s hard to decipher what is urgent when you don’t have a clear set of goals and priorities, which causes friction among teams. If you’re using modern methodologies for product development, engagement should focus on developing software that aligns with business priorities. The business and developers are collaborating and working towards the same goals, thus breaking down those silos. It’s important to work with leadership to identify business outcomes that need to be achieved within a defined time frame in order to establish a sense of urgency for that transformation. This helps teams recognize the gravity of the situation, which sets the tone for their activities.Director of IT in Education2 years ago
Vision drives goals/achievables. Collaboration and engagement can spawn creativity which can lead to transformational experiences, which can enhance vision. So, transformation isn't necessarily dependent upon specific goals, rather goals can be born out the creative journey to transformational ideas, that ultimately support vision Chief Information Officer in Education2 years ago
Not at all. Transformational initiatives can come from grass roots movements or from well thought, deliberate goal oriented work. Initiatives can also fail with lack of direction (no defined goals) or by having goals that are too rigid. Transformation takes hard work and needs to be purposeful. Goals don't need to be predefined but they should come into play at some point to ensure you know when to celebrate the transformation or do a course correction. CIO in Finance (non-banking)2 years ago
Yes, but they can start as general goals and evolve to more specific ones as project matures.CIO in Software2 years ago
I have seen extremes - One where we have an extreme well defined 5 pager, 20 point, tied to executives goals, well balanced score card and other where we started with 'We needed to do something to survive in next 3 years'. It depends on ability of program managers to handle uncertainties and project management triad. It also depends on what external substances we want to handle. I have been on every echelon of execution and I believe top management has it easy when they define it very well. My view - we should always harmonize and realign where we are - every quarter. Typically goals should not change but I wont write it on stone