Are you attempting a large-scale transformation, taking your organisation on a journey to a leaner, fitter future so you can deliver delightful quality customer experiences responsively, seizing market opportunities or tackling problems even before they appear?
If so, then you’ve probably drunk the cool-aid that it’s all about culture, that you have to change the culture to make the change stick, that “culture eats strategy for breakfast“, that tinkering in the engine to give it turbo powers is useless if the driver doesn’t want to drive faster.
Supply chain? Value chain? They’re interchangeable right? What’s the difference and does it matter?
Recently, someone told me they wanted to ‘identify where they sit in their value chain’. While this sounds reasonable, it really makes no sense at all.
As business analysis practitioners, especially those operating in the enterprise business analysis space, it’s really useful to have easy-to-remember tools when considering why an organisation wants to effect change.
No matter how attractive it seems to just dive in and get started, it still makes sense sometimes to pause first and make sure it is the right thing to do.