Your organization will not be able to deliver on the goals of IT transformation, unless you deal with the
basics to setup for success. If "10" is outstanding and "1" is poor, how do you rate your organization on
each of these?
1. A strong case for transformation. No one will “join you on the bus," unless they understand why
transformation is necessary. Make sure you are able to tell a strong story, and have a good business
case you can convey to those affected.
2. A good vision of the future. Talk about doing the impossible! A good vision of the future has to be
realistic and attainable. Some teams take a look beyond 5 to 10 years, but my experience says to
look to the next 1-3 years. Can you lay out a plan of items to achieve over the next three years? Rather
than predict, can you setup a plan and break it down into steps that will be embraced by the
rest of the organization?
3. Money. Are you funded adequately to deliver results? What are the chances of getting the
money you need to realize the transformation? As simple as it sounds, it is probably one of the
toughest items to achieve and is often gets stuck in the process of authorization, resulting in the delay of
initiatives. Without this item completed, you may as well shelve the project.
4. Senior management sponsorship. Do you have a strong senior sponsor who will support you in
the rollout and then support you when you hit the inevitable roadblocks? Your sponsor
cannot only be there to kickoff at the beginning and then take the kudos at the end when the project is
completed. He/she needs to continually offer insight and guidance to keep things moving. Is your
sponsor able to offer ideas to resolve issues and broker solutions when needed?
5. A strong dedicated team. Your team will only be successful if they are able to meet with a purpose,
resolve issues, make decisions and move to complete the work. Team dedication to the project is critical
and the team needs to be held accountable when items are not completed to schedule or at a level of
acceptable quality. Each team member needs to be strong enough and dedicated to making the project
6. Flexibility. Embarking on a transformation often means having great flexibility to adjust and reset the
plan, resources, funding and leadership as needed. The reality is that most transformation plans change
the day after they are agreed to. Flexibility is key to keep things moving forward, by being able to stop
or curtail a step in the process if necessary, reset and then move forward. How open is your organization
and team to being flexible as you move through one of the toughest challenges an organization can
Take a look at how you have rated the six critical success factors. How would they rate if "10" is
outstanding and "1" is poor? If you were to ask someone else on the team their view of each item what
would their rating be? Try this in a team meeting and you may be surprised to hear the results!