NOVEMBER 2023CIOAPPLICATIONS.COM8CXO InsightsIN MY VIEWransformation projects can oftentimes be like a big ticker tape parade; there is a lot of fanfare and anticipation, the bigshots are out in front getting the attention, but for the teams at the back tasked with getting things back to normalit can feel like we're the ones with the shovels and buckets cleaning up behind the horses and elephants and all the excitement. After the hoopla has died down, there is still a lot of hard work to do to make these changes stick and keep things from sliding back to the same old inefficiencies (or novel new inefficiencies!). For example how many of you have had a transformation project that instead of transforming the work for the business teams, found yourselves simply supporting a new, separate system alongside the old broken processes? Or have you rolled out an integrated systemwhich promised to integrate disparate departments' processes only to find that when the consultants left,the teams still didn't trust the new system, found themselves LESS efficient than before and had no clear idea of howto, or who would help them, move forward?These examples are symptoms of a shortsighted view of how we approach transformation, and while there are no easy fixes there are some basic things to keep in mind which can help you more quickly identify gaps in your plan before it's too late. How can we do this better? Focus on the end to end value chainBusiness processes themselves need to change, not just the technology tooling, and processes should not simply change for their own sake, or in localized pockets. All stakeholders in the effort must get really clear about the end to end flow of value to your customers (both external and internal) and the best ways to optimize that flow. Surprisingly it might be the case that this is poorly understood. More traditional and "widget" oriented businesses like manufacturing tend to do better here, while service and technology oriented business, due to the abstract nature of their products, often find that ERIC ASCH, VP - DIGITAL TRANSFORMATION, MOODY\'S INVESTORS SERVICETHE LONG TAIL OF TRANSFORMATION ­DON'T FORGET THE BROOMSTERIC ASCH
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