Tag: Engagement

  • Four Dimensions of Sustaining Change Leadership

    One of the paradoxes of strategic change is that the most important things are often the easiest to defer for matters that are more pressing but have less impact on success.  Sponsorship, engagement, and accountability are the greatest drivers of lasting and meaningful change.  However, the activities that sustain ownership, such as communication, governance, and…

  • For Successful Change Leadership, Emphasize a Culture of Engagement and Accountability

    I previously wrote about the challenges that change leaders face as they deal with a “new normal” that is increasingly competitive and volatile.1 Today there are great opportunities for creating new value streams and bringing them to market more quickly, interacting more meaningfully with customers, and building more collaborative and engaging organizations. At the same…

  • Engaging Executive IT Leadership

    In a recent post,((Business Engagement Is Lost when Architecture is Technology-Focused.)) I discussed the value of architecture in structuring people, processes, information, and technology into solutions which address business challenges and enable the organization to deliver business value.  In this way, architecture provides a crucial link between business and technology capabilities, but it also helps…

  • Business Engagement Is Lost when Architecture is Technology-Focused

    Gartner defines enterprise architecture (EA) as the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise’s future state and enable its evolution. The scope of the EA includes the people, processes, information and technology of the enterprise, and their…

  • Getting Serious about Program Success

    Every executive who has lived through even a moderately complex business capability implementation program is familiar with the challenges to successful delivery.  Many, if not most, of them have scars to show for it.  However, despite overwhelming evidence and past defeats, organizations and executives regularly move their programs toward failure.  Though there will almost always…