CXO.fm | Transformation Leader's Podcast Rob Llewellyn

As most people know transformation is more about people than technology, so having the right individuals in place to lead the transformation is a matter of honestly assessing people's capabilities and shortcomings, then selecting those that are best suited for the job to be done.
 
While there are many roles that are important to transformation, in this episode I'm going to talk about eight of the key roles, each of which injects significant value into the undertaking, which in turn increases the odds of transformation success. 

Agile allows teams to deliver projects piece-by-piece and make rapid adjustments when needed. It's especially useful in complex projects, where it can result in more customer needs being satisfied at less cost.
It’s important to remember that Agile needs to complement, rather than conflict with, higher level programme and transformation management frameworks.

An increasing number of leaders know that to accelerate digital transformation their organisations should learn to flex their empathic muscle, while at the same time encode empathy in Artificial Intelligence. Following the launch of his latest book “Heartificial Empathy” Minter Dial elaborates on the role empathy plays in digital transformation, its importance for business executives, and how organisations can weave empathy into their fabric.

Business thinking is often shaped by delusions, which are influenced by poor judgments that distort our understanding of the real reasons for an organisation's performance.

If you're up to speed on business books you'll know that back in 2007, Phil Rosenzweig revealed nine delusions that are commonly found in the corporate world.

In this episode, Rob Llewellyn revisits those delusions that Phil wrote about in his book "The Halo Effect".  Rob then introduces a tenth delusion that thousands of companies are now falling foul of - the delusion of digital transformation.

If you walked into 10 organisations tomorrow that claim to be undergoing transformation and looked at what their initiatives are intended to achieve, you’re likely to learn that some of what's claimed to be transformation is rather fake - and little more than a technology upgrade or a business change project.
 
While change is important because it makes improvements on what already exists, transformation is about creating a new future without the constraints of the past.

Benefits are often colourfully painted in a business case to secure funding. But once those funds are secured, the very people who did a splendid job of selling the benefits to those who held the keys to the budget rarely report on those benefits.

A good benefits management strategy describes the process used for monitoring, reporting, realising and assessing business benefits right throughout a transformation.