Index

PF2

Head

Introduction

Introduction

Companies

Overview
Pragmatic EC
Licensing

Training

Certification Courses
Focused Workshops
Options

Pragmatic Publishing Platform

Overview
Design

PEFF

Language

Language

Basics

I Didnt Mean What You Heard
What is a System
What is an Enterprise
What is Transformation
What is a Framework
Theory or Practice
Colours
What is Business Architecture Enterprise Architecture Solution Architecture

Ontologies

Ontologies

Structural

MAGIC

Transformational

MAGMA

Enterprise

DOTS
Relationships
Problems
Department Mapping
Department Percentages

Adoption

Adoption
Overview
Detail

Guidance

Iterations

Single
Over Time

Measures

Maturity Model

PTMC

Levels
Tools
Example Report
Step 0
The First Step is NOT the Hardest
Actions

Measures PTMC

Level 0

Motivation

Paradigm Shift
WE Deming
70 of All Change Initiatives Fail
Enterprise Viability
Sage Words
Basic Premise
The Transformation of Transformation
What Your Transformation Capability Looks Like
Building the Machine that Makes the Machine
Culture

Demotivation

Dont Throw The Baby Out With The Bathwater
Domain Blindness
The Red Pill
Timing Paradox
Management Workers Paradox
Process Paradox
Unconscious Degradation
False Accomplishment
Oversimplification
Reality Avoidance
Its Just Not Sexy
The Drowning Children
Step 1
Actions

Measures PTMC

Level 1
Step 2
Actions

Measures PTMC

Level 2
Step 3
Actions

Measures PTMC

Level 3

POET

Culture

Culture

Organisation Structure

Management

PF2

Appendix

Appendix
Background
The Author
Keypoints
Sources and Resources
Tail
       
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The Death of the Business & IT

A Pragmatic Approach to Connecting the DOTS

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PEFF>Ontologies>Enterprise>DOTS>Problems ◄◄◄           .           ►►► PEFF>Ontologies>Enterprise>DOTS>Department-Percentages

Most Enterprises are not physically structured around DOTS (but perhaps they should be!). Here we see a group of departments for a typical Enterprise and an illustration of the approximate amount of time each department spends on Direction, Operation, Transformation and Support.

In the first group, we see the C-Suite/Board. Their remit is primarily in setting the Direction of the Enterprise with only small involvement in Operations, Transformation or Support. The Executive Management is the glue between that overall Direction and the rest of the Enterprise. In actuality there tends to be executive management dedicated to certain areas but overall there is a split. Each spends some time working with the C-Suite/Board on Direction with the rest of their time split equally between the other three areas. These are the people accountable for those areas and the important question POET asks the C‑Suite/Board is “Who is Accountable for Transformation and Support?”

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PEFF>Ontologies>Enterprise>DOTS>Problems ◄◄◄         Enroll to Self Study Now!         ►►► PEFF>Ontologies>Enterprise>DOTS>Department-Percentages

Keypoint

Adopt this component by...

Fragmenting Strategically important parts of an Enterprise (DOTS) , all over the Enterprise results in a Strategic loss of focus

C-Suite: Instigate an initiative to restructure to reduce the fragmentation of DOTS.

Questions to ponder...

What would your Enterprise look like if you thought more in terms of DOTS?

Would you change anything?

If so, what would you change and why?







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