Chapter 1
The Transformation Dilemma
Entangled Incumbents
The vast majority of organizational change efforts fail. Estimates vary, but failure rates range from 60 to 80 percent and donât seem to improve over time.1
And when it comes to digital transformations, recent research suggests that a paltry 5 percent meet or exceed expectations.2 In fact, digital transformations fail so frequently that weâve met many executives who are hostile to the very term âdigital,â or who have made any phrases containing âtransformationâ verboten because of the wordâs perceived connotations of hype, frustration, and fiasco.
On some level, reservations about the word âtransformationâ stem from a discomfort with change and the turbulence it causes. Thereâs good reason. The truth is that, despite our labors as managers, as with the universe itself, the level of disorder within organizations never decreases (in physics, this is known as the second law of thermodynamics).
The natural state of companies as they grow and mature is always towards more disorder. The word people use to take the measure of disorder in any system is âentropy.â This word derives from the English prefix en-, meaning âinternal,â and the Greek word ĎĎÎżĎÎŽ, pronounced âtropÄ,â which has an interesting etymology. It means âtransformation.â
As noted, one of the main reasons for this transformation failure rate is that many company leaders donât understand the problem they face. This misunderstanding flows from three organizational characteristics that, together, stack the odds against digital transformation success when traditional change methods are used:
- Scale. Companies are awash in huge volumes of âthings that need to be managedâ: tasks, budgets, planning cycles, organizational changes. In addition to the number of things to be managed, there are also many different things that must be managed: processes, data, systems, assets, structures, and people. Companies face an acute case of information overload as well. The data is not merely âbigâ in volume, but also high in variety.
- Interdependence. The things that need to be managed are interrelated, and the effects from any one action are felt throughout the organization in ways that arenât easy to predict.
- Dynamism. The things that need to be managed, and the environments (market, regulatory, etc.) in which they operate, are constantly evolving. The need to do things differently is a constant competitive reality. Simply put: things change a lot.
Because these characteristics go hand in hand and reinforce each other, we refer to them as the organizationâs level of entanglement (see Figure 5).
In Digital Vortex, we coined the phrase âencumbered incumbentsâ to describe the challenge large and midsized companies face in adapting to disruptive competition. We noted that they are âsaddled with cost structures and value chains tuned to the competitive dynamics of an earlier era.â These structures and value chains encumber companiesâ efforts to compete. Entangled incumbents are hobbled in their efforts to transform.
Our interactions with companies worldwide tell us that a new approach to digital business transformation is neededâone that acknowledges this entanglement.
Scale: More, More, More
Imagine that two computers each store information. The first contains information in amount X; the second has information in amount Y. Now letâs suppose that the information on these two devices is needed by different parts of the organization at different times and for different reasons. (It would be easy to imagine the computers as servers containing employee data, for example.)
From the organizationâs standpoint, the total volume of information is not merely the sum of the information on the two machines (X + Y). Additional information is required to understand how the information on one machine relates to that on the other. Is the information duplicative? Is it contradictory?
The organization may also need to know: its location; whether itâs properly secured; whether itâs accurate; when it was produced; who has access to it; how other parts of the business use it; what the data can tell us about other information we possess, and so on.
Now imagine this situation playing out across an entire organization with thousands of information stores, users, and scenarios in which the information is needed. We all know information in companies is growing rapidly (as in âBig Dataâ), but less attention has been paid to this organizational metadata, which is a mainspring of execution complexity. In short, information about information is a natural byproduct of organizational scale.
When Ann-Christin Andersen first started asking her colleagues about the digital maturity of TechnipFMC, she was told variations of a similar story: the company had a few ongoing efforts, but mostly there wasnât much happening on digital. She decided to put this to the test by taking a quick inventory of the companyâs digital initiatives.
The results shocked her. While the companyâs customers had called out a lack of digital capability, she nonetheless quickly uncovered more than 180 digital initiatives in various stages of completion. They were scattered across the companyâs three major business units and in shared service organizations such as IT, HR, and finance. Very few of the people in charge of the initiatives were aware of the others, even in cases where the work significantly overlapped in scope.
Andersen quickly realized that sheâd need to get a handle on the abundance and diversity of these initiatives. Volume is one thing, but diversity can heighten problems of organizational entanglement.
Eventually, she discovered that the different digital projects, even those tackling the same challenges, were using different underlying standards, protocols, and technologies. Sometimes, identical problems were being addressed in different parts of the company in totally different ways. A lot of projects couldnât leave the pilot stage.
Does this sound familiar?
Interdependence: Hitched to Everything Else
The complexity that comes from managing âmany thingsâ and âdifferent thingsâ can be made worse when those things are connected toâand affectâone another.
âThereâs a lot of interdependence amongst capabilities within our organization, and that interdependence has such a huge effect,â said Michael Loughlean, director of enterprise architecture at Suncor, a $28 billion Canadian integrated energy giant. âIn fact, we can understand more from the dependencies than we can from the work that weâre actually trying to get done.
âFor example, we looked at the dependencies just within what we call âreliability enablement,ââ Loughlean explained. âWe came up with 40 business capabilities that you need to be good at in order to do reliability well. But we also came up with 28 other capabilities that reliability was actually dependent uponâcapabilities that came from other areas. So youâve got to be able to say, âThis is a great initiative, but because of those dependencies, letâs not forget these other three, four groups that need to be a part of things.ââ
In his seminal 1967 book Organizations in Action, American sociologist James D. Thompson described three types of interdependence, which are illustrated in Figure 6. Each demands a different a...