FromHereOn have this transformational journey model.

I’ve worked with it in the past and I liked it

It joins up the strategic need, with the capability assessments and provides a change roadmap to get there …

Market, operational and capability SMES are needed to understand the vision and build the blueprint for the capabilities and a group of project managers and architects, engineers and change resources are needed to develop the roadmap to get there.

As IT are often at the heart of the change agenda I do find that the market motivations, market and business models rarely have the investment and analysis needed to get to the nub of what difference this will all make to the business and the market that it will play into.

From a capability perspective the technical SMES of infrastructure and application architects will be deep in the technical understanding and opportunity and be planning the technology roadmap in great detail.

But the capabilities looking at data (data architects), process (analysts and business architects) and people (change and OD specialists) are hard to find in short supply and often not involved in shaping the roadmap for change.

I also see project managers charging ahead with planning and business cases in parallel but not necessarily connected to the roadmaps that this FromHereOn Journey provides .. it’s as if by the time you get to the roadmap deliverable the project has already been signed off and is up and running – half baked and exceptionally technical and the train has left the station.

What’s been your experience ? How do we make these journeys continuous aspects of our business and operational practices and recognise the “players” in the squad beyond tech that are needed to get there?