Digital transformation

Technology disruption is proliferating at a
pace faster than most anticipated. There is
an urgency and an imperative to transform.
This white paper introduces a framework
for Enterprise digital transformation and a
detailed guide to achieve digital
transformation dexterity.
ENTERPRISE
DIGITAL
TRANSFORMATION
A framework that works
Author: Panduranga Prashanth Bangalore
[Head of Enterprise Digital Transformation]

Executive summary, The Imperative
There is a famous quote “Only thing that is constant is Change! “
World is changing at an accelerated celerity, use of technology
and its adoption is shaping our lives in unprecedented ways.
To be successful in this ever changing technology landscape as an
enterprise is to digitally assimilate.
Technology advancements has enabled new capabilities such as
3D printing, Biochips, Connected* (everything), Internet Of
Things, Machine Learning, Wearables, Cloud, etc. fostering
creativity and endowing neoteric business models.
While there are enterprises who are leaders in innovation and
the very reason for the above, there are others who realize this
change and want to get there at the earliest. The obvious other
side of this coin is being in a position of sustenance or being
obsolete.
Investing in this change (digital) is imperative to stay relevant.
The once famous brands such as Tower Records, Circuit City,
and Borders, to name a few are now defunct for NOT investing
in digital/innovating at the right time.
Technology has greatly influenced human behavior and
continues to do so, few above mentioned technologies and a lot
more of them will completely change the world we currently live
in. Enterprises will need to transform themselves and achieve the
digital transformation dexterity to emerge as leaders, some will
accomplish this sooner, and some will play catch, inevitably
every organization has to be part of this CHANGE.
This white paper introduces the Enterprise digital Transformation
framework that can be used to develop a roadmap, envisage
the change and implement the transformation odyssey
Investing in
Change is
IMPERATIVE!

Walking down the memory lane
“Technology has advanced more in the last thirty years than in the previous two thousand”, - Neils bohr.
The technology advancements in the last couple of decades have extensively impacted our lives, prevalent
practices are becoming extinct, adding new dimensions to behavioral science and social sciences. Paper
invented around 105 A.D is battling its way across many industries, digital has replaced it as the de facto
standard for content creation.
Travel has evolved from months to days to minutes across the world, Education has evolved from books to
tabs, writing from quills to digital pens, health care has evolved from dreadful diseases to proactive monitoring
sensors to 3D printed stem cells, manufacturing has evolved from labor to robots, Museums from ancient
artifacts to digitized animations, Finance from cash to cards, from physical transfers to touch and go, Food
from farmers to super markets to made on the internet grocery stores, entertainment from plays to 4
dimensional cinemas, theaters to streaming devices from meeting in person to dating online. Every physical
object, activity, experience is getting a digital makeover at accelerated pace.

Since the creation of web in 1989, the search engines have become the information access gateway, changing
the way data is collected, stored, retrieved and utilized. Organizations align themselves to be ranked highest
in the search engines, a critical business success factor. Now, Social media portals has extended the gateway
and are competing strongly with search engines to be the primary information gateway.
The last decade influenced the adoption of Web, Virtualization, Cloud, Social and mobility. This decade while
building on the above will influence the adoption of smart *(Devices, Wearables, Cities, Home, robots, Advisors
etc.), Connected home, Internet Of Things, M2M. The number of devices predicted to reach 20 to 200 billion
will shape newer protocols for messaging and communication and with data volumes in zetta bytes big data,
NoSQL and analytics will continue to receive complete cynosure. Data insight from customers/consumers,
machines will be better understood and the service industry will strive for better experiences which will include
predictive analysis, machine learning, data science content analytics and more. Automation revolution will
eventuate across industries.
From a sales and marketing perspective, Products
available solely in stores, gradually made its way to
door ways. While some adopted intrusive knock on
the door tactics, some chose to be less intrusive with
banners, demonstration platforms etc. Concepts
emerging from waiting for customers to reaching out
to customers, searching for products in stores to
making the products readily available where
customers are, from generalized, to personalized,
from waiting for customers, to search for what they
need, to making customers feel that the product is a
necessity.
Has the strategic decisions that the management
needed to make, change from a decade ago? Yes.
Risks are much higher. The pace and magnitude of
potential business disruption is much higher. The
need for agility is greater. The need for
transformation is thus greater.
Need for
Transformation
is greater

Defining Enterprise digital transformation
Is digital transformation same as customer experience, business transformation, IT transformation,
modernization of systems, cloud adoption, Infrastructure refresh, incorporating innovation stream, revamping
skills?
Customer experience: I have seen some material online which focuses on one of the above mentioned areas
and thus defines transformation to be so. I believe that every business thrives for a better customer experience,
technology and tools which gets us closer to the customer be it mobile devices or Wearables or devices such
as Eddy stones or ibeacons, NFC’s or RFID’s will eventually enable us to have better insights of customer and
thus help serve them better. Adopting one of these technologies will help enrich customer experience, but
with the pace of changing landscape, the question is if that will sustain long term? The challenge is, constant
evolution and if the enterprise is set up to evolve.
Business Transformation: The epicenter of Enterprise digital transformation is business transformation,
however, it cannot be the only one. For an enterprise to be successful all the functions will have to align and
support this change.
IT transformation, modernization of systems, cloud adoption, Infrastructure refresh, incorporating innovation
stream, revamping skills: As mentioned earlier, Enterprise digital transformation is an all-encompassing
change.
Definition:
Enterprise digital transformation can be defined as
“the comprehensive collaborative changes an
enterprise undergoes to evolve and align itself to the
changing digital landscape, a paradigm shift in
thinking universally impacting the organizational
design, strategy, people, service, process,
governance, technology, tools and systems resulting
in newer revenue models, better performance, faster
time to market and sustained strategic growth”
Enterprise evolution
towards changing
digital landscape

Challenges
Change Management
Paradigm shift in thinking, Resistance
Rigidity in strategies, Lack of transparent strategy
Lack of stake holder invovlement
Siloed departments, power struggles Internal poitics, Lack of
collaboration
Skill gap with newer technology adoption
Understanding customer trends and technology adoption
Budget and Justification for transformation
Investment dilemma, Next Big idea. Technology: What to adopt?
Competing priorities
Shadow IT
Limitation of IT systems
Not enough data
Research time

Change Management
Dr. Henry Cloud stated that “We change our behavior when the pain of staying the same becomes greater
than the pain of changing”, there is also a saying that “We can change culture if we change behavior”.
The problem with transformation is that there isn’t an end state, and the target end state is determined through
trial and error, learning/emerging process. People used to legacy methodologies and project management
with time bound project plan find this very uncomfortable. Also being comfortable with legacy practices, the
teams feel that the new changes is radically different from what they have been doing and they cannot reason
why that change is needed.
Change management is addressed by many companies in the means of top down dictated change. This
creates lot of friction and resistance. Culture being one of the most important part of the organization, leaders
need to make sure that the changes aren’t dictated but rather evangelized, sometimes with new people, mind
sets, attitudes and behaviors. Also too many initiatives within a short period of time without proper
prioritization can cause additional resistance. Transparency is key, along with greater collaboration with teams,
and a well-rounded representation of people in the change leadership. Engaging employees in the planning
and envisioning stages, getting their inputs will lead to a successful transformation.
Paradigm shift in thinking, Resistance
Change in business thinking? Change in processes? Changes in technical implementations? Resistance is
seldom due to technical reasons. Resistance is the most when egos are hurt, when there is a behavioral change
needed, when there are mandates, when opinions aren’t heard, mindset towards change, perceptions,
belief/disbelief in leadership, the change initiatives, and the change evangelist.
Rigidity in strategies
When the end state is evolving, there need to be agility in adopting strategies as well. Open communication
and collaboration helps garner trust from the teams and helps embrace the transformation. Some companies
start creating the roadmap/strategy keeping key industry trends at that point in time, however the technology
landscape is fast emerging, so the roadmap should not incorporate too much rigidity and should be flexible
and should be refreshed as needed.
Lack of stake holder involvement
If a transformation is not championed by the enterprise leaders and is further not endorsed by the
stakeholders, then “Failure is pretty much guaranteed”. Transformation by the nature of it impacts every aspect
of the organization and warrants support from each and every stakeholder.

Siloed departments, power struggles, internal politics
Some transformation efforts are started by certain departments. Some are driven top down. Some leaders
create separate departments and run them like a separate organization with startup mindset and principles.
When there are many silos within the organization the communication and collaboration becomes too difficult.
Some silos are more open to the idea than the others. If the leaders choose a particular department to
champion the transformation, other leaders might not be fully cooperative. Some leaders also choose a
particular department to show success, other leaders who compete might perceive or portray this as a failure.
Certain organizations are siloed in a way as to share the responsibilities. The start of execution might begin
with a department, associated with a hand over to other and to the other and so on. In such organizations a
failure usually results in blame game. Some departments might lack the sense of ownership. There also might
be lack of tools, technologies which helps track progress across organizations. Some departments might also
feel that this transformation might not result in any benefit to their department and is a waste of time.
Skill gap with newer technology adoption
The idea of skill gap is disputed/argued many a times. The gap in adoption of newer technology, strategic
thinking in my view are undoubtedly true. Companies either need to wait till the technologies mature enough
before adoption or invest in developing the skill required themselves. Even with technologies which have been
around for over a decade such as cloud computing (note the concept is probably much older), companies still
struggle to implement.
Understanding customer trends and technology adoption
Google glass, fitbits, smart watches, Cooey, jawbone, Kindle, drone, hoverboards, Roku, NaviBot, Smart * (*
mirror, fridge, TV, City, energy meter, glass, kitchen, watch), facebook, whatsapp, Hololens, snapchat, twitter,
Instagram, 3Doodler, Oculus, NFC, android, Cloud POS, Beacons, QR Codes, EMV, magnetic stripe cards,
Google Wallet, Apple Pay, CurrentC, mobile payments, connected home, Bugatti Veyron, Ducati, Tesla, Hybrid
cars, ! What is the next big trend? Some trends are very hard to predict, a risk taking company comes up with
a product and blow customers of their feet and suddenly everybody wants the product. While some products
have so much hype, but fails to impress. Sometimes it is just timing and sometimes marketing.
Budget and Justification for transformation
There are multiple business models, technologies, strategies and often with them comes competing priorities.
Leaders often find it difficult to balance between keeping the lights on to new initiatives, a proven idea might
be relatively easier to be funded, than a journey towards achieving the same.
Investment dilemma, Next Big idea. Technology: What to adopt?
Cloud Computing- public, private, hybrid, NOSQL – CAP Theorems, Key value, document, tuple, graph, object,
column, Containerization, Virtualization, Big Data, Data Lakes, Predictive Analytics, Machine Learning, data

mining, adaptive, fraud detection, data science, regression, sentiment analysis, Augmented reality, Bio chips,
IOT, Connected home, Autonomous Vehicles, 3DPrinting, Wearables each of these areas offers a multitude of
further options with each vendor differentiating themselves in many ways.
Gartner hype cycles to Forrester waves, quadrants to radars, there are quite a few industry research that help
company’s guide technology adoption.
When there are multiple leaders formulating the transformation ideation process the ideas collide and make
it difficult to make a choice.
Competing priorities
Deloitte survey identified competing priorities as the top barrier from digital transformation adoption.
Stakeholder value, customer value, employee value, core business value, extended related values, innovation,
internal alignment, external alignment, stakeholder commitment, business roadmap, technology roadmap,
overarching EA roadmap all of these need to be measured and factored in to short term and long term goals.
70-20-10, Technology push, market pull, phase gate model, are some of the models that are adopted for
innovation management.
Managing priority is not the same as innovation management, maintaining current applications, to balancing
initiatives usually is quite dependent on the leaders and their influencing authority. In siloed organizations,
certain departments take more precedence than the others.
Organizations find it extremely challenging to manage these priorities and implement an overarching
transformation.
Shadow IT
While IT department drives some organizations, Marketing drives a few and so on. The important fact about
the above statements is that the strategy is silo driven. When one department feels that IT is not keeping up
with the pace the business wants to move faster, they will find means to get their ideas implemented in other
ways. Result is Shadow IT. Sometimes even with in IT there are multiple shadows. One department say, Bi with
in IT wants to show/help influence that they are early adopters of technology so they go ahead and implement
cloud or Big data. While being a risk taker or experimenting is very important, so is being transparent. But,
unfortunately, teams choose not be transparent because of the restrictions/constraints imposed on them. In
many instances a certain not so well thought through initiatives fail, some initiatives might fail because of the
constraints posed by other departments or leaders.
The negative impact of such experiments failure goes much deeper. When there are transformation initiatives,
and technology drivers have been tested by a few and have failed due to whatever reasons, there is skepticism
in adoption and less collaboration.

Limitation of IT systems
IT systems and its capability to support the business growth is extremely critical. Non performant applications,
applications with architectural/design limitations, short staffed IT teams, investments in systems that do not
scale, etc have caused grief to business leaders. Change in business direction seeks for IT agility, faster time to
market. IT with system limitation severely constraints the business growth. Organizations will need to find ways
to alter the IT DNA, recover investments, and achieve the elasticity and agility in growth.
Not enough data
Quite a few leaders although keen on implementing new industry trends, technologies or embarking on the
digital transformation journey find it difficult to pursue the same because of insufficient data. Leaders who
initiate and evangelize are often asked for data points to prove that the idea works. Sometimes the challenge
is not so much as to whether a technology works, rather how that can be applied to the organization.
Research time
Certain organizations spend too much time to determine the end state of the transformation, be it to gather
data points for a business case, direction to adopt etc. When there are lot of such initiatives and not enough
success factors associated with them, the business find it challenging to invest in further research time.
Sometimes even a great idea will get shut down without enough time invested in it. Newer technologies
need time to be adopted.

Enterprise Tenets
There is a saying “A smooth sea never made a skillful sailor”. Big is the challenge, so is the opportunity.
Below diagram shows the tenets of an enterprise which will evolve in the course of the transformation.
Organization divestitures, acquisitions, mergers, and
the associated attributes to the above diagram such
as values, behaviors, mindsets, perceptions, goals,
performance, philosophy, core beliefs, history,
current skills, legal constraints, risk preparedness of
the leadership, motivation, trade unions, legacy,
and more attributes to the overall decision making
process.
Leadership
Strategy
Culture
StructureProcesses
Systems
Big is the
challenge, so is
the Opportunity

Enterprise digital transformation framework
What is enterprise ideal future state?
Improve use of existing
products/Services
Add new features to existing
products/services to expand the
usage
Create new products/Services
(could be tangential to existing
products/services)
Serve existing markets and
customers
Improve possibilities of cross
selling/upselling in the similar
segment
Create new customer base
Low risk Medium risk High risk
Core to current business Few additions to current business
model
New business model
Legacy Transformational
What are the goals?
Transform operational process
Transform customer experience
Transform business model
Incorporate digital capabilities
Delight Customers, Partners
Drive Costs down
Create New market
Increase stakeholder value of business investments
Increase portfolio of competitive products and
services
Financial transparency
Service delivery cost optimization
Be an industry leader
Deliver improved business value
Provide Reliable Business Systems
Improve System quality
Align IT with Business
Improve IT capabilities
Incorporate disruptive technology
Manage business risk
Increased compliance with external laws and
regulations
Business service continuity and availability
What focus areas?
Business model, Business Process[Core, Enabled] technology [Architecture, Network, Infrastructure,
Information, Platform, Tools, Process], Sales, Marketing, brand, Product, Service, Customer Experience
Having extensively worked with various enterprises, we have developed a framework to help envision
ambitious goals, create a realistic roadmap and successfully implement an enterprise digital transformation,

Steps to implement transformation
Assessment
Before embarking on a transformation journey, it is important to analyze the organization situation and the
need of the hour. What areas of the organization are impacted? As noted in the previous section, all the
tenets of the enterprise will be impacted and depending on the focus of the transformation one more than
the other.
Our framework segregates the assessment in to 2 main categories.
1. External assessment
2. Internal assessment
ASSESSMENT
ENVISION
ALIGN
STRATEGY
EXECUTION
MEASUREMENT
OPTIMIZE
Enterprise Capabilities, Market/Industry Trend, Gap Analysis, Readiness, Constraints
Clear Objectives, Goals, Mission, Values and Priorities
Stakeholder alignment, executive sponsorship, clear roles & accountabilities
Audience, Planning, Business Models, Technologies, Roadmap, Partners
Simplifying landscape, orchestrating the transformation
Market Share, Customer Satisfaction, KRA, KPI, OKR
Benchmark, standardize processes, Repeat innovation cycle, Scale

External
Market or Industry trend analysis, Technology trend analysis, and competitor analysis are some of the flavors
of external assessment. This is key to understand where the enterprise wants to be in the transformation
roadmap.
SWOT
Ref: 1
Porters Five Forces Analysis
Ref: 2
Arthur D Little ADL Matrix
Ref: 4
PEST Analysis
Ref: 5

The assessment result provide valuable information on the competitors direction, there are further
assessments which help where the enterprise wants to be
Michael Porters Value chain Analysis
Ref: 6
Business Model Canvas
Ref: 7
Customer Journey

Technology trend analysis
Gartner Hype Cycle
Ref: 8
Thoughtworks Radar
Ref: 9
Internal
Internal assessment is performed to understand how to achieve the transformation. Assessments such as
Organization assessment, Enterprise Architecture Assessment, Digital Capabilities assessment , Skill
Assessment , Gap Assessment , Readiness Assessment
Marvin Weisbord Six-Box Model, Open Systems Model, Causal Model of Organizational Performance &
Change(Burke & Litwin Model), The Seven-S Model, Organizational Intelligence Model, Universalia
Institutional and Organizational Assessment Model (IOA Model) are some of the organization assessment
frameworks.
Six-Box Model
Ref: 10
IOA Model
Ref: 11

Enterprise architecture assessment
Ref: 12
0
Unidentified
1
Initial
2
Managed
3
Utilized
4
Results oriented
5
Optimized
Balanced score card
Ref: 13

IT assessment
With a comprehensive assessment and understanding of competitor standings, external and internal
impediments, technology and business direction along with a clear gap analysis, the leaders will have the
data to comprehend the extent of change impact and form a clear transformation strategy. This data
enables the leaders champion the strategy with internal and external stakeholders, in order to do so the
leaders need to share their vision.
Envision - goal
Envisioning the target state of the enterprise and setting clear objectives to achieve the same is extremely
important. Google uses OKR process to set objectives and measure them. The key is to be ambitious. The
goal should clearly articulate the organization motivation, reflect on the history and mission of the
DATA CENTER DISCOVERY
INFRASTRUCTURE DISCOVERY
SERVER
APPLICATION DISCOVERY
DEPENDENCY DISCOVERY
TECHNOLOGY
STACK
APPLICATION
ENGAGEMENT MODEL
NETWORK STORAGE VIRTUALIZATION
CLOUD
FEASIBILITY
SEGMENTATION
DATABASE IAAS PAAS SAAS
ROADMAP
WHAT?WHERE?WHO?WHY?WHEN?HOW?
REPLACE
MIGRATE/REMEDIATE
EXTEND
CONSOLIDATE
DECOMMISSION
RE-PLATFORM
RETAIN
DC1
RETAIN
DC2
LICENSING
COSTANALYSIS
OPERATIONALEXCELLENCE
SOURCING/VENDORANALYSIS
PRASHANTHBPANDURANGA

organization and will be aspirational to the employees while helping in garnering the support from the
teams and the stakeholders.
Align – leadership, get executive sponsorship
The next and the most important step in the process is aligning all stakeholders. While a complete strategy
and a plan is not needed at this point of time, stake holders will surely be keen to see them. The leaders
should ensure that this is not mandated by the stake holders, else this can potentially get to a chicken and
egg situation. The assessment should provide clear data points to convey the strategic imperatives and the
drivers for the transformation. Effective leaders can use this phase to clearly identify roles and
accountabilities within the leadership team. Certain organizations might need to restructure themselves, shut
down certain units, or transfer units, or partner with other organizations or create subsidiary units to
augment the current teams. Most organizations benefit from agile ways of working, and large enterprises will
have to significantly alter their processes. This requires complete alignment, executive sponsorship, 100%
support from all the leaders involved.
Strategy
Significantly drifting business and technology drivers, customer sentiments and adoption, organizations
ability to anticipate and take agile actions depends heavily on the strategic direction of the enterprise.
Getting it right, and sustaining the direction is the ONLY way to success. `
 Clearly understand the general direction of the transformation journey, realize that there will be
changes
 Discuss the digital mandate openly and transparently. Share the vision and evangelize the ideas.
Appreciate participation, Involve teams, get inputs
 Enable rapid decision making
 Metamorphose the organization in to an agile, flexible vehicle
 Create a platform for faster, scalable and elastic delivery
 If an idea has to fail, fail fast, learn fast and succeed fast
 Empower innovation, align with strategy
 Manage innovation – Google mandates 10% to transformational innovation, balances keeping the
lights on with new initiatives
 Build a innovation incubator, leverage partnerships to be elastic
 Identify candidates to demonstrate success, target low hanging fruits, quick wins
 Govern, measure, optimize, repeat

There are multiple levers for Innovation management strategy, some choose to create separate
departments, while some choose partners to pilot innovation, some adopt radical approaches such as
completely separate company, and some choose to integrate innovation with the business by creating an
innovation team in conjunction with business. If the transformation goal is to stay within the general business
domain, then this approach makes the most sense, however, there is no right or wrong approach and it
really depends on the kind of organization and its strategic focus.
With the data obtained from the assessment and the alignment from the leaders, the “what” is needed
should be clear. Based on that data, the strategy of “How” is determined.
Strategy creation process can incorporate the following, business strategy view, value chain view, business
capabilities view, value stream view, organizational view, business case, business model, engagement model,
resourcing strategy, process rationalization, enterprise architecture roadmap, architecture refresh,
application rationalization, IT infrastructure optimization/consolidation, target operating model creation,
governance structure, etc.

Cost Analysis
People cost, cost for transforming business processes, device cost, facility cost, energy cost, business cost
(production, manufacturing, raw materials, etc.), IT cost (Optimizing operations, infrastructure, server
hardware, operating system, License, network hardware, virtualization cost, storage cost, data center floor
space cost, power cooling cost, cloud cost, partner cost, health care cost, learning and development cost,
research cost, vacation pay cost, wages, salaries, corporate events and parties, travel lodging, severance,
restructuring, bonus, capex, opex etc. Understanding the ROI of investment and making the right
adjustments, focusing investment are fundamental to a strategic roadmap. A clear path to fund the
transformation.
Cost savings

Changing business models, uncertainty, and ideation are all part of the tilting landscape, traditional
processes and development methodologies are too rigid, the need of the hour is faster time to market, cross
functional teams, the incremental delivery, and a general attitude and paradigm shift towards adopting
newer leaner methodologies.
Kanban LESS Framework
Ref: 14
SAFE Framework
Ref: 15
TODO DOING DONE

Target operating model: Where needed, changing the organization structure and determining a target
operating model, Vision and mission, Segregating core and non-core functions, Governance structure,
organization design, identifying the right people skills and the mode of their work, Processes, and
determining optimal technology, tools and systems form the components of the target operating model.
This also includes identifying partnerships needed, sourcing strategy and change management
Target Operating Model Components
Target Operating Model

Having a clear EA roadmap helps determine the transformation steps. Some samples:
Roadmap
Target setting

Roadmap
Segmentation
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SYSTEMS CENTER
INTUNE
EXCHANGE
SHAREPOINT ONLINE
OFFICE 365
YAMMER
LYNC -> SKYPE FOR BUSINESS
REMOTE APPS
AIRCLIC
INFRASTRUCTURE READINESS
DESKTOP DISCOVERY
SOTI TO INTUNE
[ZEBRA] – HHT(MDM)
SALESFORCE MERGE WITH ADFS IDENTITY MANAGER
CODA Upgrade
SEGMENTATION
CLOUD ON PREMISE

Execution
Stage where all the action happens. Well thought through
strategy, great attention to detail, astute change
management tactics, simplified landscape, agility in
execution, a collaborative, can do temperament, slowly
working through the constraints, a clear transition planning
will lead to a successful execution of orchestrating the
transformation.
Morris Chang stated “Without strategy execution is
aimless, without execution strategy is useless”.
Transformation execution not only defines the leader and
his capability but also the organization character,
determination, and conviction to excel and transcend
competition
Measurement
Constant measurement helps alignment to strategic objectives, justification of transformation and
improvisation. Understand how well the enterprise is performing, where improvements are needed, if goals
are met, if customers/partners are satisfied via Margins, Growth, Market share, Market penetration, Business
value, customer satisfaction, complaints, retention, Net promoter score, ROI, ROCE, Productivity,
effectiveness, efficiency, quality, timeliness, accuracy of service, response time, delivery time, accessibility,
integration, collaboration, speed to market, and more.
Determine the overall maturity of the organization
Maturity Model Gartner Maturity
16
Organization character,
determination, and
conviction to excel and
transcend competition

A balanced score card has a good balance of measures and objectives and is a great tool for strategic
performance management
Optimize
Execution is complete with measurement, feedback, improvisation and optimization in a continuous loop.
Standardize the methodologies implemented, create benchmarks and scale what works while discontinuing
what doesn’t and adapting accordingly.
Conclusion
No two organizations are the same, likewise no two transformations will be the same. What worked for
others might not work for you, however being cognizant of options, helps you make better decisions, learn
from others mistakes, while making a few yourselves. When change is imperative, DO nothing IS NOT an
option, if you don’t, your competitors will. Legacy organizational units have been around for too long, too
reactive to influence change. As enterprise are emerging we also see different roles emerging such as CMO,
CDO, etc. which are transformation centric. The strategies employed by the stakeholders are to enable
change catalysts. Transformations aren’t going to be easy or short, failure isn’t either. Transform your way to
success!
Author
Prashanth B Panduranga, is Head of Enterprise Digital Transformation at
Harman connected services with over 16 years of strategic consulting
experience. Working as an Enterprise Architect, a technology evangelist
and a change catalyst he has supported large organizations create
roadmaps, best-in-class innovative, creative solutions, rationalize IT
landscape, simplify business processes and successfully implement
Enterprise transformation while delivering bottom-line measurable
benefits.

References
1. https://en.wikipedia.org/wiki/SWOT_analysis
2. https://en.wikipedia.org/wiki/Porter_five_forces_analysis
3. http://www.comindwork.com/weekly/2015-08-03/productivity/five-forces-analysis-porter
4. http://www.strategyhub.net/2010/01/framework-of-week-31-adl-matrix.html
5. https://en.wikipedia.org/wiki/PEST_analysis
6. http://ssaps.co.uk/strategic-issues/enhanced-value-chain/
7. http://www.businessmodelgeneration.com/canvas/bmc
8. http://www.gartner.com/newsroom/id/3114217
9. https://www.thoughtworks.com/radar
10. http://www.marvinweisbord.com/index.php/six-box-model/
11. http://reflectlearn.org/discover/universalia-institutional-and-organizational-assessment-model-ioa-model
12. http://www.zachman.com/about-the-zachman-framework
13. http://blog.bizzdesign.com/business-performance-management-balanced-scorecards-and-the-decision-model
14. http://less.works/
15. http://www.scaledagileframework.com/
16. https://www.gartner.com/doc/2837917/itscore-overview-program-portfolio-management#a2100391857

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