The most common reasons that have been articulated by industry veterans and management consulting firms for transformation failure are Legacy complexity, Resistance to change, Lack of long-term commitment from executive management. One of the dimensions that is often overlooked when resolving the technical complexity of digital transformation is the unwarranted complexities induced by conflicting interpretation of critical taxonomy, methodology and solution approach by key stakeholders herein after referred as “confounding complexities”. These overheads have direct implications on cost, timeline and the outcome of the transformation initiative further increasing the probability of the failure – How do we resolve this and improve the success rate of transformations?
The intent of this research is to analyze the root cause associated to “confounding complexities” and propose mitigations based on my experience as Enterprise architect in IT industry in the last 18 years and my current engagement in Nuuday, which is undergoing a critical journey to transform itself as Lean Digital service provider.
The research would aim to find answers for
- What constitutes confounded complexities in the context of Digital transformation and what are its implications towards the journey and outcome of digital transformation?
- How are these confounded complexities different from the business change management dimension?
- What are the literatures / research / theories that help in understand the cofounded complexities?
- How does the role of enterprise architects influence confounded complexities in a digital transformation journey especially in an enterprise wide agile organization?
- How can enterprise architecture improve in resolving these cofounded complexities in a digital transformation journey?
- Define tools and methodologies as part of this research that can be used in the organization to resolve these confounded complexities towards resolving the technical complexities?
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