Within the challenging landscape of today’s business world, one thing is sure. Things are continually shifting, and the digital economy is dictating the path forward. The DX, or Enterprise Digital Transformation space, is on those same shifting sands. What worked five years ago doesn’t necessarily apply to today’s requirements. Not to mention the dinosaurs like myself that can look back 20+ years. (Wink, wink.) Every new SaaS that comes into play seems to shift the pathway to and fro like a pendulum that is unsure of itself.

No longer is it the client-side that is overwhelmingly unsure of the unknown future state for which they are striving. Still, it is now also the SI’s and other leading firms that are becoming more and more unsure of the proper path forward, as a business-as-usual attitude is no longer acceptable.

Why is this, you ask? Simple. Things are becoming more and more transparent. Let me expound upon this.

A digital transformation initiative used to mean it was essentially a best guess scenario by a seasoned firm, with an “Over and Under” in terms of value to cost overruns in any given program and or project. Meaning that pretty much the known unknown was that an ERP initiative would be vastly over budget, and the scope would be continuously cut to make it appear as being progress. Then, if lucky, the initial go-live would do well enough to get the needed approvals for continuations improvement. In essence, it is trying to get back some of what was cut out from the original business case. The trick was in the upfront contracts and subliminal value of return in the long game. This viewpoint has been the accepted norm for decades, but it is fastly becoming an issue to contend with in the current climate.

“We are all in the gutter, but some of us are looking at the stars.” — Oscar Wilde

Today’s programs or projects are much more clarified. The over-and-under aspects are beaten back by a highly educated client that has tremendous research capabilities. Plus, most of the clients today have been through an ERP implementation in the past 15 years so they remember the pain from their previous experience.  And don’t forget the vast ocean of SaaS solutions from which to choose. Nor, the additional experienced firms in the marketplace that are willing to meet or beat budgetary requirements to win the work. The game has certainly changed! Moreover, with geopolitics driving much tighter budgets, and better technologies within acceptable pricing and new methodologies applied, the initiatives of yore are in decline, and a new breed is arising. One that allows for successful completion and succinct road mapping, with expectations that are expected to be met. 

Make the plan, work the plan, complete the plan. Rinse and repeat. 

Perception: A single unified awareness derived from sensory processes while a stimulus is present. 

Reality: the state of things as they are or appear to be, rather than as one might wish them to be. 

Perception is what we are seeing, and reality is what is happening. What a client or customer thinks is of value dictates its actual value. In our industry, what the client is willing to tolerate, dictates how long the program can continue. In this current environment, thankfully, the client expects real results and is holding all involved (including themselves) accountable throughout the journey. Because of this, actual efficiency and real digital business transformations are blossoming.

All of the above is at the heart of why I created the Platinum PMO’s AMIGO platform. The complete audibility, granular optics, and lessons learned that could help not only the clients but firms succeed in this ever-changing marketplace. When you know what it will cost, why it will cost, and the reasoning behind decisions made along the way, there is a comfort in knowing what to expect. The evergreen aspect that AMIGO provides can also assist with future programs or projects within any portfolio, and never forget the lessons learned. Regardless of the scale of the initiative.

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