We recently published our first e-book through O’Reilly media. The book is entitled ‘Patterns of enterprise transformation’ and it summarises our experiences in transformation programmes and looks at the reasons why transformations occur, how they are enacted and the support they have. We try to describe the best conditions in which organisations can make different kinds of change successful, as well as warning signs that your transformation may about to veer off course. If you’re interested in this, you can find the e-book here https://www.safaribooksonline.com/library/view/understanding-patterns-of/9781492028017/ch01.html

One of our readers got in touch and asked us why we didn’t include adding a new ‘digital façade’ as a pattern for enterprise transformation. We were originally a bit surprised at the question –  If you’ve worked with us or read our blog to date, you’ll know that we take a systems-thinking approach to transformation. Our model ‘The Adaptive Engine’, is based on years of experience that has shown us that no change can be made in isolation. To us, the ‘new digital façade’ is not a pattern for enterprise transformation – rather it is a transformation anti-pattern. It’s also something we’ve seen quite a lot of in our time and we’re guessing some of you will have as well. This is transformation anti-pattern is commonly referred to as putting lipstick on the pig.

So, what’s wrong with this? What is wrong with putting a nice new ‘digital layer’ (typically a nice new  website and apps) on top of your existing transactional systems? Well, the short answer is ‘nothing’! However, this is not really transformational at an enterprise level. It will not fundamentally re-platform your operational business, removing constraint that have accrued through organic growth and acquisition, end of life technologies and work-around business processes. It won’t necessitate a review of your underlying business model or create an organisation that is able to thrive in modern, rapidly changing environments. In essence, it will not take an enterprise that is no longer fundamentally fit for purpose and transform it into an enterprise that can thrive or even lead in its environment. Hence the somewhat unpleasant name – lipstick on a pig – the lipstick does not make the pig any less of a pig.

So, if this is not a transformation approach, why do we see so much of it? And does it have any place in the transformational process? The answer to the first question is because it is comparatively quick, cheap and easy. These are good characteristics – if you are going to be stuck with the pig for a while you should make that time as pleasant as possible. The answer to the second question is also surprisingly ‘Yes’! The comparatively quick, easy and cheap process of updating your digital layer can be a great distraction for customers and clients – distracting them from any service challenges associated with the transactional aspects of the business and promoting the view that ‘things are getting better’

If adding a new digital layer can be so helpful in enterprise transformation, why did we not include it in our book? Basically, this is because while it can be extremely useful in to a transformation in the short to medium term, when not understood in this context if is also a significant risk. Because it is quick easy and cheap, it becomes the transformation – leaving you with the pig, which fundamentally limits your business. To understand this, we will describe how we see this play out in a typical transformation programme:

• Months 1-3 – the organisation realises it needs to make a big change. It talks a lot about what this could look like. It talks to a lot of suppliers about cost, timescales and goals.
• Months 3-6 – the organisation does some exploratory work. This could be with a partner or with in-house people. The work either reveals a high-level roadmap for change that looks scary, expensive and time consuming, or does not reach a conclusion due to fear, lack or capability or direction
• Months 6-9 – pressure to ‘get something done’ begins to emerge from a leadership team that has, to this point, been largely uninterested and disengaged. The transformation team look for ways they can get results more quickly and this is when we see the ‘lipstick on a pig’ anti-pattern begin to take hold

The problem here is not that the enterprise seeks to use ‘digital transformation’ and a quick easy and cheap way of getting results – it is that is chooses to do so instead of tackling the difficult challenges (typically in back office and transactional systems and processes) necessary for enterprise transformation to occur. Digital transformation becomes a distraction for the enterprise – not its clients and customers, and enterprise transformation is ignored because it is too hard.

When planned correctly from the start, putting lipstick on the pig can buy you time by disguising how ugly it really is while you replace it. If you only apply the lipstick – you will always have the pig! Let us know what you think about this anti-pattern.