Business transformation typically involves a wide range of
visualisation techniques, from the templates and diagrams used by
managers to make better strategic choices, to the experience maps
used by designers to understand customer needs, the technical
models used by architects to propose possible solutions, and the
pictorial representations used by change managers to engage
stakeholder groups in dialogue. Up until now these approaches have
always been dealt with in isolation, in the literature as well as
in practice. This is surprising, because although they can look
very different, and tend to be produced by distinct groups of
people, they are all modelling different aspects of the same thing.
Visualising Business Transformation draws them together for the
first time into a coherent whole, so that readers from any
background can expand their repertoire and understand the context
and rationale for each technique across the transformation
lifecycle. The book will appeal to a broad spectrum of readers
involved in change, whether that is by creating change models
themselves (strategists, architects, designers, engineers, business
analysts, developers, illustrators, graphic facilitators, etc.),
interpreting and using them (sponsors, business change managers,
portfolio/programme/project managers, communicators, change
champions, etc.), or supporting those involved in change indirectly
(trainers, coaches, mentors, higher education establishments and
professional training facilities).
General
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