Way back, I started looking for answers, and more recently, in my work helping local authorities understand and implement e-procurement and e-contract management systems, I began to formulate these into a more structured methodology.
So why do transformation projects fail to deliver? Here's a list of some of the reasons:
- Unclear objectives
- A lack of recognition of the complexity of the project, leading to allocation of inadequate resources to deliver it
- Not enough attention paid to process detail in designing the transformation, leaving old manual processes continuing to be carried out in parallel with the automated ones - undermining take-up
- A high level of distrust in the organisation and not enough time spent securing people’s ownership of the changes
- Lack of attention to training and not enough support for fine-tuning and embedding the new processes to realise the benefits
- A culture of non-compliance and the lack of mandate from the top – that’s usually the show-stopper!
In order to address all these barriers to success, I adapted some of the models and tools I had developed or come across over the years and created a methodology which I called INPACT, which stands for Integrated Process and Culture Transformation. You can learn more about INPACT at http://www.imaginist.co.uk/. There's a slide presentation, notes to accompany the slides and a case study strategic review using INPACT principles.
INPACT is an innovative and relevant methodology that brings together what I and others have learned over the past 10 years in implementing modernisation and efficiency improvement into major organisations, particularly the public sector. It raises the effectiveness of external consultants and in-house change agents in delivering bottom-line benefits to clients.
So now I have a methodology, what should I do about getting it out there? Well, that's a good question. I can use it in my consultancy work and I can tell my clients and colleagues about it, but really it needs more research and trialling to develop it into a practical toolset - and then it needs to be applied across a cross-section of organisations to build up case studies. I don't have the resources to do all that myself.
Here's two of the strategies I am trying to put in place - ideally, linked:
1. Find a major consultancy that is willing to take the methodology on board (and me with it!)
2. Find a business school that is interested in researching and refining the models and bringing INPACT into the mainstream of management science.
A bit of a challenge, isnt it!
I'll let you know how I get on... and please do come back with any good ideas or contacts you might have.
PeterD
The Imaginist Company
