Show notes
Business transformation programs rarely fail because of technology. They fail because the organization is not aligned, not clear, and not ready for change.There is an art, science, and emotional intelligence to leading successful business transformations, and our guest, Meherban Faroogh, has been helping clients for decades now to navigate this maze of major changes for organizations.He founded PPS Partners in Toronto and has spent 20 years helping organizations navigate business transformations—with a particular focus on discovery and change management. Drawing on nine years across three major ERP implementations at Enbridge alone, Meherban brings hard-won clarity to why so many transformations fail and what to do instead.In this episode we are talking about:Business transformation failure rates sit stubbornly at 70%+ regardless of which analyst report you pick up—and the root cause is rarely the technology itself.The three reasons organizations fail: lack of strategic alignment on the why of the transformation, insufficient clarity on the current state before signing large contracts, and inadequate change management throughout the journey.Successful transformation requires balancing three distinct dimensions—the science (methods and tools like Lean Six Sigma, BPMN, and TOGAF), the art (knowing when and how to apply those methods given the culture, scale, and politics), and emotional intelligence (building trust from the boardroom to the shop floor).There is no such thing as “digital transformation”—it is always business transformation, because technology is part of the business and should never be the tail that wags the dog. A CIO alone should never be the sole sponsor driving the shots.The Titanic analogy cuts through the noise: business transformation is turning the entire ship, not rearranging the deck chairs. Process improvement is fixing the supply chain for the rocket; transformation is the mission to the moon itself.BPM done well effectively eliminates the need for a lengthy discovery phase—because you are already doing it every single day. One client came back four years after implementing BPM ready to select a vendor, and told the integrator, “Here you go.” That is the value proposition in action.Strategic alignment cannot be assumed—even C-suite leaders are frequently not aligned with each other on the transformation why, and it is the consultant's job to surface and close those gaps through structured one-on-ones before the first workshop even begins.Identifying the right 15 to 25 core end-to-end processes—and assigning single, accountable process owners to each—sounds mundane but is precisely what keeps projects on scope, on time, and on budget.The central decision that gets made a thousand times during any transformation: do you change the organization to fit the tool, or change the tool to fit the organization? Clarity on the current state is the only thing that makes that decision an intelligent one.Trust is built through three things: empathy (genuinely listening, not just waiting to respond), logic (being quick on your feet and connecting the dots), and authenticity (being yourself rather than performing a role). Of the three, empathy is where things most often break down under the pressure of deadlines and cost overruns.Change management is not a workstream bolted on at the end—it is the continuous act of building trust and relationships across the entire organization so that people take ownership of the change rather than enduring it.You can find Meherban on LinkedIn: linkedin.com/in/mehrabanfarooq.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at whatsyourbaseline.substack.com.And if you like to support “the little podcast that could,” become a Patron at https://www.patreon.com/c/whatsyourbaseline. We appreciate you!