Open and closed transformations
Organizations sometimes have difficulty adapting to changes in context, and therefore transforming themselves. They can quickly become obsolete, or even their products become obsolete. They are often helpless to capture these transformations, or even lacking in “how” to approach them in practice, without any recognized framework or specialized training course.
So why not convert existing systems in order to efficiently carry out a transformation process? The panel proposed in project management engineering would be relevant. Simple, familiar and tried and tested in many organizations, all you need to do is find the right criteria to help you select the right system. For example, “open” or “closed” transformations.
Closed transformation
On the one hand, there are “closed” transformations with a clearly defined purpose and precise expected results within a given timeframe. Often with a short-term horizon (< 5 years). This type of transformation is mostly based on established roadmaps, structured into essential work packages that fit together to achieve the set objectives.
The most appropriate solution in this case is to manage the transformation as a program, coordinating a set of projects contributing to the ultimate goal of the transformation.
In concrete terms, these transformations are driven by market trends such as e-commerce, or by contextual shifts such as the shortage of raw materials.
Open transformation
On the other hand, there are “open” transformations with a clearly defined purpose, but with undefined levels of expected results and deadlines. Often with a long-term horizon (< 10 years). The building blocks needed to reach the goal will even be identified as progress is made.
This is why it makes sense to implement a portfolio management system with appropriate prioritization criteria. Providing the necessary fluidity to feed projects and/or programs that meet the objectives to be achieved.
On a day-to-day basis, these transformations accompany energy transitions in industrial sectors such as oil production, or technological revolutions such as the automotive and aeronautical industries.
This simple criteria is already a step towards structuring and steering. The reality on the ground will sometimes require us to move from one system to another, depending on the maturity, complexity and context of the organization. With efficiency and pragmatism in mind, why not manage the transformation (or parts of it) in agile mode, in the form of a “solution” backlog. All that's needed is a willing organization.
So the key to success will be to find the right tricks and solid anchors for adjusting the project management system to the transformation carried out by a specific organization. Naturally, the project management toolbox is already operational.