Posted by Derek Miers on September 17, 2012
While you no doubt answered wellness, the reality is that when you look at the typical change programs in a major corporation today, Band-Aids are far more common. But that's hardly surprising given the short-term pressures facing organizations today. Let's reflect on a few examples:
- Those in the financial services industry are still struggling to deal with the rash of new regulation post meltdown. Following a spate of high-profile failures, risk management has taken center stage, while in others there is a hurried review of operating procedures in far-flung corners of the corporation.
- In virtually all industries, others are trying to respond to hemorrhaging sales statistics. Customers are no longer happy to keep quiet when they get a bad service experience - they tell their friends and followers via Facebook and Twitter. Customer churn is rampant.
- Or is it increased competitive pressures? More and more new entrants are turning up to challenge and disrupt the incumbent business models of many established firms. They don't have the baggage of high-cost business models and 12 layers of management.
- Rather than applying Band-Aids willy-nilly, these firms are using business architecture to underpin deeper, more meaningful change initiatives.
- Rather than pandering to the suboptimal agendas of individual silos, they are designing their service offerings from the outside in.
- Rather than assuming it's all about the shiny new server in the corner, they've realized that it's better to focus on the capabilities of the firm and the services that are delivered.
- Rather than bleeding customers as they slowly slip into mediocrity, they see processes as way of delivering those compelling experiences that customers just love.