In this modern world - where everything is in the age of the customer, I was looking for advice on which vendor I should engage in my strategic Bathroom Portal Modernization (BPM) program. So, I reached out to my friendly CIO Analyst Consultant, outlining my need for advice and guidance and this is what he came back with.
“Apple do a very attractive and shiny iDoor for showers but it only fits their own bathroom series – looks pretty, sort of works but they’ve only got part of the bathroom modernized. Google produce a huge range of doors designed by rank amateurs. Depending on which training school they went to, you’ll get either the framed, or frameless, shower door. While cheaper than the Apple door, once they’re fitted, they become brittle, require ongoing customization and can fall off without warning.
It’s a tough choice – you could also punt for the Microsoft variant. It doesn't really fit anything and requires upgrading annually at a significant cost. However, there are thousands of MS Doors consultants who will come in and rejig your measurements and overall bathroom design and sell you new mirrors, cupboards and shower mats, which are all color coordinated. Only problem is that each entails separate service agreements and you could end up with water all over the floor.
What's the value of being able to operate at the peak of fitness and health? Is it less stress? Is it longer life? In an organizational sense, is it being able to change and adapt more easily? Is it being able to outperform your competitors in a race? Is it being able to set appropriate expectations for projects? Does organizational health lead to better longevity?
A recent crop of customer conversations prompted this line of thought. One customer asked how to prove the case for cultural change. Another wanted to quantify the value of successfully introducing a new set of IT systems. Another wanted to develop a solid business rationale for getting organizational functions to work together - to stop playing silo-oriented games where the chiefs fiercely protected their fiefdoms at the expense of the overall enterprise. Others have asked about project failure rates.
This prompted me to draw the analogy of trying to prove a negative. In one of those conversations, I found myself challenging the client to answer the question of quantifying not having functions work together; of not implementing change in a robust fashion. To be honest, this could have easily been any number of conversations over the last 6 months.
Really, these questions were about proving the ROI disciplined change. We have become so besotted by cost reduction, that we fail to see the value side of the equation (if productivity=value/resources). And while we might all agree it’s blatantly obvious that having organizational functions that work well together, and having successful projects … it’s quite hard to put figures around that.