Because it’s 2015. This was the answer of Justin Trudeau, Canadian premier minister, to a journalist who asked him about the importance for him of having a cabinet with gender balance (similar number of men and women). Although for some people this could be a question difficult to argue, the answer was obvious. There is not much else to explain. The same thing happens today with the need of change in large organizations. The answer is obvious, there is not much to explain. And perhaps this is the year in which all the large organizations are leaping into the abyss of Digital Transformation, or rather the ones that are missing, because many of them have already started their path with greater or lesser success. Sometimes without knowing what a Digital Transformation process really means. What it implies.
Change bells are ringing, and unlike a few years ago, now everyone is listening.
The year began with the article written by Mary Poppendieck titled The End of Enterprise IT, describing some aspects of the change at organizational level at ING, the Dutch bank that among other countries also operates in Spain. It tells how the organization empirically discovered that this change requires reinventing itself at structural, hierarchical and business level, and that it would implicate, of course, the consequent cultural change in the company. Organizations have already discovered that they are late in this topic, they should have started this kind of Organizational transformations three or more years ago, but right now some of them are ready (not all), so everything has been conveniently baptized at market level with the label Digital Transformation, which maybe is not the most correct name, but Business is Business.
Much has been written and said about the transformation of large organizations: it is impossible, they do not want to change, it is easy, I do it in 20 days, it is not worth it, etc. Curiously, many of these phrases are usually from people who have never been part of a truly transformation process, involving all levels of the organization and not just working with some technology teams to get them doing Scrum from its’ silo on the 2nd floor of one of the organization’s building.