Our North - SSE Policy Update Megathread

[daftandbarmy]

This is a big part of the dissatisfaction. We’re in the 2020s and people still scan electronically signed documents only to have them signed electronically by the next person in the chain. We have to sign three different things to have MATA/PATA approved. We use a clunky old program to manage our people. This creates huge inefficiencies that takes people’s focus away from their real jobs, and that wears on folks.

We’re not a digital organization. We’re an organization that conducts 1970s processes on a computer.

You're in good company then, congrats!

Digital transformations are failing at an alarming rate – why?​

Most projects are falling well short of their advertised objectives for one fundamental reason: companies are generally terrible at enterprise-wide change management

Digital transformations always have a lot to live up to. The executives responsible for leading these projects must first convince their boards of the benefits, so they’re likely to fixate on the best-case scenarios that IT providers and consultants optimistically provide. Their clarion call is that going digital will create new revenue streams, improve productivity and reduce costs. But the results often aren’t quite so impressive.

A McKinsey & Co study covering 600-plus firms that had recently undergone digital transformations in 2022 quantified the gap between expectation and reality – and found it to be wider than many might have suspected. Only 20% of the companies achieved more than three-quarters of the revenue gains they had anticipated before embarking on their projects, while only 17% achieved more than three-quarters of the cost savings they’d hoped for.

Digital transformations are failing at an alarming rate – why? - Raconteur

Most projects are falling well short of their advertised objectives for one fundamental reason: companies are generally terrible at enterprise-wide change management

www.raconteur.net

 

[dimsum]

You're in good company then, congrats!

Digital transformations are failing at an alarming rate – why?​

Most projects are falling well short of their advertised objectives for one fundamental reason: companies are generally terrible at enterprise-wide change management

Digital transformations always have a lot to live up to. The executives responsible for leading these projects must first convince their boards of the benefits, so they’re likely to fixate on the best-case scenarios that IT providers and consultants optimistically provide. Their clarion call is that going digital will create new revenue streams, improve productivity and reduce costs. But the results often aren’t quite so impressive.

A McKinsey & Co study covering 600-plus firms that had recently undergone digital transformations in 2022 quantified the gap between expectation and reality – and found it to be wider than many might have suspected. Only 20% of the companies achieved more than three-quarters of the revenue gains they had anticipated before embarking on their projects, while only 17% achieved more than three-quarters of the cost savings they’d hoped for.

Digital transformations are failing at an alarming rate – why? - Raconteur

Most projects are falling well short of their advertised objectives for one fundamental reason: companies are generally terrible at enterprise-wide change management

www.raconteur.net

I pointed out the RCN App for a reason. It’s on your phone, and it is by far the easiest way to put in a leave pass compared to MM. There are a bunch of other functions too but as someone not in the RCN, I use it for the leave pass function.

I’ve told everyone in the CAF I can reach about it and its benefits, but the majority say “well I’m used to MM, so I’ll stick to that rather than download an app”. But in the same sentence, they will complain about MM’s user interface.

 

[dapaterson]

MM is the problem, not the solution.

It is every bad design choice in a single place, with privacy as an afterthought.

 

[Rifleman62]

That leaves the Army to come up with a viable plan for equipment, organization and manning.

in the dark.
very funny.
you would think.
at the switch.
back to confining.

 

[Good2Golf]

I pointed out the RCN App for a reason. It’s on your phone, and it is by far the easiest way to put in a leave pass compared to MM. There are a bunch of other functions too but as someone not in the RCN, I use it for the leave pass function.

I’ve told everyone in the CAF I can reach about it and its benefits, but the majority say “well I’m used to MM, so I’ll stick to that rather than download an app”. But in the same sentence, they will complain about MM’s user interface.

MM is the problem, not the solution.

It is every bad design choice in a single place, with privacy as an afterthought.

MM….the panacea that wasn’t/isnt. Imagine software being written without following a software development methodology…and then people get all affronted when others critique it for its failings.

The RCAF had its little dance with dodgey, ill-defined software for mission management from the late-90s/esrly-2000s. It literally took the original (ie. sole) developer dying of a heart attack during a lunchtime run, to kill the application.

While the Army continues to sneak MM into other elements of the CAF to do things that should have been, but are yet to be properly formalized and programmatically established, the RCN at least has a take it or leave it, use as open software as you see fit, tool while we wait to reap the rewards of future Departmental digitization.

 

[Halifax Tar]

I pointed out the RCN App for a reason. It’s on your phone, and it is by far the easiest way to put in a leave pass compared to MM. There are a bunch of other functions too but as someone not in the RCN, I use it for the leave pass function.

I’ve told everyone in the CAF I can reach about it and its benefits, but the majority say “well I’m used to MM, so I’ll stick to that rather than download an app”. But in the same sentence, they will complain about MM’s user interface.

I've never used the app. Buts it's good eh ?

 

[Kirkhill]

From the above should I understand that Canadian-JADC2 implementation might be momentarily delayed?

 

[Underway]

I've never used the app. Buts it's good eh ?

Applied for leave with my last 6 days left. On boxing day. Sitting on my couch with a tea after coordinating with my kids March break and wife's holidays.

Yah, it's friggin amazing.

 

[Halifax Tar]

Applied for leave with my last 6 days left. On boxing day. Sitting on my couch with a tea after coordinating with my kids March break and wife's holidays.

Yah, it's friggin amazing.

Lol fair enough.

 

[KevinB]

You're in good company then, congrats!

Digital transformations are failing at an alarming rate – why?​

Most projects are falling well short of their advertised objectives for one fundamental reason: companies are generally terrible at enterprise-wide change management

Digital transformations always have a lot to live up to. The executives responsible for leading these projects must first convince their boards of the benefits, so they’re likely to fixate on the best-case scenarios that IT providers and consultants optimistically provide. Their clarion call is that going digital will create new revenue streams, improve productivity and reduce costs. But the results often aren’t quite so impressive.

A McKinsey & Co study covering 600-plus firms that had recently undergone digital transformations in 2022 quantified the gap between expectation and reality – and found it to be wider than many might have suspected. Only 20% of the companies achieved more than three-quarters of the revenue gains they had anticipated before embarking on their projects, while only 17% achieved more than three-quarters of the cost savings they’d hoped for.

Digital transformations are failing at an alarming rate – why? - Raconteur

Most projects are falling well short of their advertised objectives for one fundamental reason: companies are generally terrible at enterprise-wide change management

www.raconteur.net

Sorry you lost me at McKinsey...

 

[daftandbarmy]

Sorry you lost me at McKinsey...

There are others too, of course. Seems like it's unusual to be successful!

​

Leading Change: Why transformation efforts fail

In the past decade, the author has watched more than 100 companies try to remake themselves into better competitors. Their efforts have gone under many banners: total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds. In almost every case, the goal has been the same: to cope with a new, more challenging market by changing how business is conducted. A few of those efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. The lessons that can be learned will be relevant to more and more organizations as the business environment becomes increasingly competitive in the coming decade. One lesson is that change involves numerous phases that, together, usually take a long time. Skipping steps creates only an illusion of speed and never produces a satisfying result. A second lesson is that critical mistakes in any of the phases can have a devastating impact, slowing improvement and negating previous gains. Kotter’s lessons are instructive, for even the most capable managers often make at least one big error.

Leading Change: Why Transformation Efforts Fail

In the past decade, the author has watched more than 100 companies try to remake themselves into better competitors. Their efforts have gone under many banners: total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds. In almost every case, the goal...

hbr.org

Digital transformation fails up to 84% of the time

Like any major change initiative, digital transformation projects can be complex and challenging. According to various studies, a significant percentage of digital transformation projects fail to meet their goals.

• A study by McKinsey & Company found that 70% of digital transformations fail.
• A study by Capgemini Research Institute found that 67% of digital transformation initiatives fail to meet their goals.
• A study by Deloitte found that 75% of digital transformations fail to meet objectives.
• A study by Harvard Business Review Analytic Services found that 60% of digital transformations fail to deliver the desired outcomes.
• Another study by digital consulting firm Publicis Sapient found that 84% of companies surveyed reported that their digital transformation efforts had failed to meet expectations

Digital transformation fails up to 84% of the time - here's why

What is digital transformation? Digital transformation is the process of using technology to fundamentally change how an organization operates and delivers value to customers by creating a new "Digital DNA" that is built on the foundation of people and culture. It involves the development of a clear

www.linkedin.com

 

[KevinB]

There are others too, of course. Seems like it's unusual to be successful!

​

Leading Change: Why transformation efforts fail

In the past decade, the author has watched more than 100 companies try to remake themselves into better competitors. Their efforts have gone under many banners: total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds. In almost every case, the goal has been the same: to cope with a new, more challenging market by changing how business is conducted. A few of those efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. The lessons that can be learned will be relevant to more and more organizations as the business environment becomes increasingly competitive in the coming decade. One lesson is that change involves numerous phases that, together, usually take a long time. Skipping steps creates only an illusion of speed and never produces a satisfying result. A second lesson is that critical mistakes in any of the phases can have a devastating impact, slowing improvement and negating previous gains. Kotter’s lessons are instructive, for even the most capable managers often make at least one big error.

Leading Change: Why Transformation Efforts Fail

In the past decade, the author has watched more than 100 companies try to remake themselves into better competitors. Their efforts have gone under many banners: total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds. In almost every case, the goal...

hbr.org

Digital transformation fails up to 84% of the time

Like any major change initiative, digital transformation projects can be complex and challenging. According to various studies, a significant percentage of digital transformation projects fail to meet their goals.

• A study by McKinsey & Company found that 70% of digital transformations fail.
• A study by Capgemini Research Institute found that 67% of digital transformation initiatives fail to meet their goals.
• A study by Deloitte found that 75% of digital transformations fail to meet objectives.
• A study by Harvard Business Review Analytic Services found that 60% of digital transformations fail to deliver the desired outcomes.
• Another study by digital consulting firm Publicis Sapient found that 84% of companies surveyed reported that their digital transformation efforts had failed to meet expectations

Digital transformation fails up to 84% of the time - here's why

What is digital transformation? Digital transformation is the process of using technology to fundamentally change how an organization operates and delivers value to customers by creating a new "Digital DNA" that is built on the foundation of people and culture. It involves the development of a clear

www.linkedin.com

I for one am somewhat curious who paid for all the studies...

The whole change management "profession" to me are charlatans and hucksters -- for they tend to have a preconceived notion of what they want - yet frankly are often unclear with both the current business model, AND what the company often does - the same often goes for many folks who are in Program Management -- I am not disagreeing that Programs don't need to be managed - but if you dont understand the product and processes that create it, and also generally what it is used for - if you have a 153rd belt in Lean 6 Sigma you aren't going to be effective. Quite often the same process occurs in "Digital Transformation" as one can see a lot of buzzwords - but very little understanding of where the rubber meets the road - because the "Transformation Team" goes off and plans for this future - without an understanding of what the company needs - so grandiose promises are made that can never deliver for the product isn't aligned to do that.

 

[Kirkhill]

The Battle of the Consultants....

 

[dapaterson]

I for one am somewhat curious who paid for all the studies...

The whole change management "profession" to me are charlatans and hucksters -- for they tend to have a preconceived notion of what they want - yet frankly are often unclear with both the current business model, AND what the company often does - the same often goes for many folks who are in Program Management -- I am not disagreeing that Programs don't need to be managed - but if you dont understand the product and processes that create it, and also generally what it is used for - if you have a 153rd belt in Lean 6 Sigma you aren't going to be effective. Quite often the same process occurs in "Digital Transformation" as one can see a lot of buzzwords - but very little understanding of where the rubber meets the road - because the "Transformation Team" goes off and plans for this future - without an understanding of what the company needs - so grandiose promises are made that can never deliver for the product isn't aligned to do that.

Consultants deliver what they're asked for. The problem is usually that the business owners don't know or understand their own business. And so they don't know what to ask for.

For example, the CAF leave pass / leave process is broken. The solution isn't further automation; it's eliminating the paper leave pass / the PDF leave pass, and moving to a fully electronic process in a single system. But that would require the process owner to understand what they're doing, and not just sustaining the process that's been in place for fifty plus years.

 

[KevinB]

Consultants deliver what they're asked for.

Or what they feel like they where asked for…

The problem is usually that the business owners don't know or understand their own business. And so they don't know what to ask for.

I’d suggest that these companies have shareholders and Board of Directors who don’t understand that. Neither does a lot of the upper and middle management.

Generally those who do understand, only understand a segment well, and they lack a unified holistic view. Those who have a holistic view generally miss the granular aspects that are needed.

For example, the CAF leave pass / leave process is broken. The solution isn't further automation; it's eliminating the paper leave pass / the PDF leave pass, and moving to a fully electronic process in a single system. But that would require the process owner to understand what they're doing, and not just sustaining the process that's been in place for fifty plus years.

It was good enough for me…


Resistance to change and fear of change are also major inhibitors to progress.

 

[Halifax Tar]

Consultants deliver what they're asked for. The problem is usually that the business owners don't know or understand their own business. And so they don't know what to ask for.

For example, the CAF leave pass / leave process is broken. The solution isn't further automation; it's eliminating the paper leave pass / the PDF leave pass, and moving to a fully electronic process in a single system. But that would require the process owner to understand what they're doing, and not just sustaining the process that's been in place for fifty plus years.

I only used Oracle briefly but it seemed pretty sharp. I would like to see us go that way.

I think Oracle was/is the name of the program for PS leave. I stand to be corrected.

 

[dapaterson]

I only used Oracle briefly but it seemed pretty sharp. I would like to see us go that way.

I think Oracle was/is the name of the program for PS leave. I stand to be corrected.

Oracle purchased PeopleSoft. Both DND and the CAF run on PeopleSoft, but different versions with different customizations.

 

[FJAG]

I only used Oracle briefly but it seemed pretty sharp. I would like to see us go that way.

I think Oracle was/is the name of the program for PS leave. I stand to be corrected.

Oracle is almost 50 years old now. It was one of the first major relational database program upon which many different application products could be developed. There are thousands of major applications built on an Oracle backbone.

Peoplesoft was a competitor created about a decade later and basically designed as an application for human resource management but also building a number of major and popular business management applications.

Oracle didn't just buy Peoplesoft; it conducted a lengthy hostile takeover of it.

 

[Halifax Tar]

Oracle purchased PeopleSoft. Both DND and the CAF run on PeopleSoft, but different versions with different customizations.

All I remember is I would get an email and then log into the program and approve it. It was shit simple.

What I also liked is the leave could be broken down into 15 min increments.

 

[dapaterson]

All I remember is I would get an email and then log into the program and approve it. It was shit simple.

What I also liked is the leave could be broken down into 15 min increments.

The tool reflects the business process. For the CAF, that's the CF100 which later a HRA transcribes into the CAF version of PeopleSoft. The solution is to eliminate MM and have members enter directly into PeopleSoft.

Leave in 15 minute increments is a policy choice... So a different set of issues.