Incremental end-to-end Change
Summary
Digitalization reshapes business models and value chains, requiring a
continuous and coherent flow of organizational and technological optimizations
to remain ahead of the curve.
Rationally, every executive, manager and employee understands that the
company they work for has to remain in touch with market realities and act
accordingly. The constant stream of companies struggling with strategic,
earnings, liquidity or even a “Chapter 11” crisis is therefore counter
intuitive at first sight.
However, even at personal level, something similar can be observed. The
more ordinary the skill set of the employee, the more likely the job can be
automated. Despite the widespread public attention for this trend, many
employees still lack a sense of urgency. It is part of human nature to think
bad things only happen to others (I). Market and technology shifts don’t affect
them or the company they work for.
Until, eventually, the pink slip arrives. Then the need to change is no
longer an abstraction.
When a company or individual hits the proverbial wall, radical change is
required. This type of change is infrequent, disruptive, forced and of
strategic importance.
When the company or individual remains aligned with its external
environment, change can be incremental. Incremental change is continuous,
focused on improvements, bottom-up and emergent.
The second key ingredient to surf the digital wave instead of being
drowned by it is adopting an end-to-end approach. Numerous companies, including
retail giant Walmart, initially underestimated the impact of the internet and
mobile on their business model. It is more than adding a web shop module to the
existing website.
In other words, incremental change should not be confused with isolated
point initiatives. This important point is covered in the McKinsey article ‘Modernizing IT for
a digital era’.
“Historically,
companies have favored an incremental approach to modernizing IT—that is,
addressing the most immediate points of pain and then subsequent issues as they
occur. However, the threat of digital disruption is creating an urgent need for
companies to modernize IT systems end to end, with the big picture in mind.
End-to-end modernization, or a holistic approach to tackling system
upgrades, completely redefines how a company thinks about IT. Under this
approach, the technology organization is no longer just a shared service; IT
becomes a critical part of the company’s DNA, and IT leaders become trusted
partners, not just service providers.”
However, the article still treats the business and IT as two separate
domains, whereby IT leaders are responsible for technology. In reality, the
business and IT domains increasingly converge or even fuse, reflected by the
skill set and leadership style of the executives. No longer ‘we’ and ‘them’.
Companies are quickly learning that digitalization requires the business
and IT to adopt a joint end-to-end change program. The
McKinsey article touches upon the point by calling IT a critical part of the
company’s DNA, but comes short of identifying the true key success factor of
strategic change in a digital era: recognizing and acting on the
interdependence between business and IT.
Notes and references
(I) This behavior is known as optimism bias, unrealistic optimism or
comparative optimism.
(II) Please note that one person may perceive a specific change as
incremental while the same change is perceived as radical by another.
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