Most transformations fail, and they rarely fail for technical reasons. These articles cover why enterprise change efforts collapse, what separates the ones that work, and how leaders keep people at the center of a technology program.
Change ManagementNobody in the room called it digital transformation, because the term did not exist. We had a retailer running accounting, HR, and payroll on paper, a mandate to computerize all of it, and years later the industry invented a name…
Change ManagementNobody stood on a desk. The resistance was quieter and more durable: ledgers kept in bottom drawers, spreadsheets shadowing the new system, a steady preference for the world people knew. Underneath it all was a fear nobody said out loud.
AI WritingI have watched a workforce fear a new technology before, and I watched the fear dissolve. It did not dissolve because of reassurance, town halls, or enthusiasm campaigns. It dissolved because we retrained people, and training is the only answer…
Change ManagementI ghostwrote a book built on the people-process-technology framework, and I had unusual material to test it against: my own transformations. Sorted honestly, every crisis that threatened them was a people problem or a process problem wearing technical clothing.
Change ManagementPeople ask what our transformation covered, and the honest answer sounds like bravado: everything. Accounting to SAP, HR and payroll to SaaS, merchandising to a real system. The completeness was the hardest-won property of the program, and the point of…
Digital TransformationWhen an executive searches for a ghostwriter who understands digital transformation, the real question underneath is simple: will I have to teach this writer my field before they can write my book? Here is the evidence that the answer is…
Digital TransformationIn 1980 a snow-locked water district faced a problem the era's technology could not solve: pumping stations cut off from central command for weeks each winter, with the water still needing to flow. The team built autonomous controllers in Pascal…
Digital TransformationMost digital transformation advice assumes you build software. I ran it for a retailer whose actual business was selling things, which is harder and different in ways the advice ignores, your transformation competes with the real business for money and…
Business BooksI ghostwrote three digital transformation books for executives, and it taught me what running transformations never did: each one did it completely differently, at Fortune 500 scale, agile and scrum where I had used waterfall, each with a methodology they…
Change ManagementDo digital transformation in this order: people, process, technology. People first, always, asking what happens to each person, retrained, retired, moved where. Process next, where you often find the process is just broken and fixing it solves the problem with…
Digital TransformationThe hardest part of running technology was never the technology; it was that leadership spoke business while I spoke tech, and neither of us understood the other. I did not grasp how much that cost until the CEO of Trader…
BackupsLegacy systems do not die because your roadmap wants them gone. I kept ancient ones alive for years, including a dead-vendor system on unmaintainable hardware with a database that existed nowhere else, no support, but it ran the business, so…
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