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User: Business Transformation is a change management strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision.

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Business Transformation is a change management strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision.

User: Business Transformation is a change management strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision.

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Business Transformation is a change management strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision.

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Business Transformation is a [[Change_Management|change management]] strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision. In turn this helps to support and innovate new business strategies. For any transformation of a business or business processes innovation is one of the key drivers. Having a strong innovative capacity within the culture of the business can be a the make or brake of a transformation process.<ref>What is Business Transformation [https://rapidbi.com/what-is-business-transformation-3/ Rapidbi]</ref>

Any radical organizational change can be termed business transformation. Typical transformation projects include mergers and acquisitions, business process outsourcing, and the introduction of shared service centers, enterprise software, and initiatives motivated by sustainability requirements. Unlike business process re-engineering, which closely focuses on business processes, business transformation requires a more holistic approach.<ref>Business Transformation Management Methodology [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]</ref>

Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used. Typically organisations go through several stages in transforming themselves:
*recognising the need to change and gaining consensus amongst stakeholders that change is necessary
*agreeing what form the change should take, the objectives of the change and a vision that describes a better future
*understanding what the organisation is changing from and what needs to change in detail
*designing the new organisational way of working and its support and management
*testing and implementing changes, usually in waves, typically over a number of years
*bedding in the change so that the organisation cannot move back to how it was and achieves the intended benefits<ref>Understanding Business Transformation [https://en.wikipedia.org/wiki/Business_transformation Wikipedia]</ref>

[[File:Business-transformation.jpg|300px|Business Transformation Process]] 
source:[http://www.slideshare.net/MavenTraining/business-transformation-quick-guide-10 Maven]

Gartner recommends that organizations establish and evolve a Business Transformation and Process Management initiative with a structured approach using five major organizing principles. This approach may vary depending on the problems you are trying to solve and the decisions you are trying to make: 
'''Strategize and Plan:''' Anchor the transformation or process management program to strategic business results your organization must deliver within 12 to 18 months. For large programs, prioritize projects to deliver optimized business results and communicate a common vision. 
'''Develop Governance:''' Solicit peer input to craft process governance and decision policies. Get executives to hold process owners accountable for business outcomes. Assess process styles and interdependencies to determine the impact of operational change. 
'''Drive Change Management:''' Motivate behavior that accelerates delivery of desired business outcomes. Communicate and socialize ideas via multiple channels. Get buy-in from stakeholders at all levels. Avoid change fatigue and establish a broad capability for Big Change. 
'''Execute:''' Optimally operate the initiative in accordance with business goals, and update it in response to changing business requirements. Use BPM technologies and services to extend existing systems of record and accelerate differentiated and innovation solutions. 
'''Measure and Improve:''' Continuously capture process intelligence from stakeholders, events, social interactions, and structured and unstructured processes to assess in near-real-time. Apply advanced technology to dynamically adjust and optimize processes.<ref>What Business Transformation Process Management means to IT Leaders [https://www.gartner.com/doc/2717217/business-transformation-process-management-key#a834122920 Gartner]</ref>

'''Business Transformation Management Methodology (BTM2)'''<ref>Business Transformation Management Methodology (BTM2) [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]</ref> 
Comprising four phases: ENVISION, ENGAGE, TRANSFORM, and OPTIMIZE, the methodology integrates discipline-specific technical and methodological expertise from transformation-relevant subject areas. The BTM2 provides real-world guidance and support for transformation projects by bringing together the disciplines of Strategy, Value, Risk, IT Transformation, Program, Project, Change, Process, and Competency Management. While Strategy, Value, and Risk Management set the course for business transformation, other disciplines enable the transformation process. The discipline of Meta Management incorporates topics such as culture, values, and standards, as well as formal and informal structures and roles. It also orchestrates work streams involved in business transformation projects.
*Meta Management ( see figure below) Every business transformation is different. The success depends on the complex interplay of actors in a multifaceted ecosystem. According to this understanding, the focus of meta management as the fundamental discipline in BTM2 lies in providing a frame that helps to manage the complexity of business transformation.
*[[Strategic_Management|Strategy Management]] describes how organizations or organizational units can successfully plan transformation alignments and implementations. A frequent cause of failure is an erroneous or inaccurate planning of a transformation strategy.
*[[Value_Management|Value Management]] manages the value of an investment throughout the entire lifecycle of a solution. VM ensures and supports the alignment between IT & business processes and company strategies. VM should be seen as a pragmatic approach to drive value adoption in business & IT investments.
*[[Risk_Management|Risk management]] provides fundamental guidance to the planning, development and effective execution of a business transformation. Hence, it is essential that business transformation managers seek to manage those risks that relate to the process of transforming an organization towards a desired future state and those risks that relate more to the possibility that this desired state becomes either obsolete or sub-optimal.
*[[Business_Process_Management_(BPM)|Business process management(BPM)]] has evolved as one of the most important management capabilities today. Also in BTM2 it plays an essential role as an enabling factor for successful business transformations. Where does this importance come from? The answer is fairly simple: Since processes essentially are what organizations do, transforming organizations essentially means changing an organization processes. Therefore, the body of knowledge on contemporary business process management can contribute a lot to BTM2.
*Transformational Information Technology (IT) management has different objectives. First of all, it evaluates the impact of current IT processes, IT competencies and IT systems on business transformation and vice versa. Additionally, transformational IT management defines IT-related success criteria for business transformation. Transformational IT management safeguards the design, implementation, roll-out and deployment of business transformation. It enables operations, maintenance and support of transformation deliverables. Last, but not least, transformational IT management also covers operations (continuous improvement).
*[[Organizational_Change_Management_(OCM)|Organizational Change Management]] People and their abilities and motivations are one of the main wild cards in business transformations. Business transformation often involves a change of, or introduction of new elements to, the corporate culture which may lead to a misinterpretation of corporate signals and values, and a shift in power structures, both of which may entail serious constraints to the success of a business transformation unless adequately managed.
*Competence and Training Management - Business transformation requires a longer-term and often major change in the competences of team members and the management. For example, when transforming an HR department from an administration-oriented unit to one providing strategic consulting, not only the competences for transformation, for example, in the area of leadership, must be trained. Numerous team members previously working primarily in administrative roles must first be prepared and suitably trained with regard to their new strategic consulting competences.
*[[Program_Management|Program]] and [[Project_Management|Project Management]] - [[Program_Management|Program management]] serves as an overall vehicle for the transformation effort. It aims to support the implementation of the decided strategy in order to achieve the expected benefits in business transformations. A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control unrealized when they are managed individually.

[[File:Metamgmt.png|300px|Meta Management]] 
source: [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]

===See Also===
[[Business_Strategy|Business Strategy]] 
[[Business_Model|Business Model]] 
[[Business_Model_Innovation_(BMI)|Business Model Innovation]] 
[[Business_Capability|Business Capability]] 
[[IT_Transformation|IT Transformation]] 
[[IT_Capability|IT Capability]] 
[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy (Information Technology Strategy)]]

===References===
<references />

===Further Reading===
*We Still Don’t Know the Difference Between Change and Transformation [https://hbr.org/2015/01/we-still-dont-know-the-difference-between-change-and-transformation Harvard Business Review]
*4 Steps To A Successful Business Transformation [http://www.forbes.com/sites/forbesinsights/2014/03/18/4-steps-to-a-successful-business-transformation/#4e87980f2a0f Forbes]
*What Do You Really Mean by Business “Transformation”? [https://hbr.org/2016/02/what-do-you-really-mean-by-business-transformation hbr.org]
*What successful transformations share [http://www.mckinsey.com/business-functions/organization/our-insights/what-successful-transformations-share-mckinsey-global-survey-results McKinsey]

@@ Line 30: / Line 30: @@
 Business transformation involves a fundamental shift in how an organization operates to achieve significant improvements in performance, efficiency, or market relevance. The key components typically include:
-Vision and Strategy: A clear, compelling vision aligned with long-term goals, supported by a strategic roadmap to guide the transformation process.
+#Vision and Strategy: A clear, compelling vision aligned with long-term goals, supported by a strategic roadmap to guide the transformation process.
-Leadership and Culture: Strong leadership to drive change, foster a culture of adaptability, and align stakeholders around shared values and objectives.
+#Leadership and Culture: Strong leadership to drive change, foster a culture of adaptability, and align stakeholders around shared values and objectives.
-Governance: Clear governance structures to oversee progress, manage risks, and resolve conflicts.
+#Governance: Clear governance structures to oversee progress, manage risks, and resolve conflicts.
-Process Optimization: Redesigning or streamlining business processes to enhance efficiency, reduce costs, and improve customer experience.
+#Process Optimization: Redesigning or streamlining business processes to enhance efficiency, reduce costs, and improve customer experience.
-Technology Integration: Leveraging digital tools, automation, or emerging technologies (e.g., AI, cloud computing) to enable innovation and scalability.
+#Technology Integration: Leveraging digital tools, automation, or emerging technologies (e.g., AI, cloud computing) to enable innovation and scalability.
-People and Skills: Upskilling or reskilling employees, fostering collaboration, and ensuring workforce alignment with new processes and technologies.
+#People and Skills: Upskilling or reskilling employees, fostering collaboration, and ensuring workforce alignment with new processes and technologies.
-Customer Focus: Reorienting operations to prioritize customer needs, often through personalization, improved service delivery, or new value propositions.
+#Customer Focus: Reorienting operations to prioritize customer needs, often through personalization, improved service delivery, or new value propositions.
-Data-Driven Decision Making: Utilizing data analytics to inform strategies, measure performance, and adapt to market changes.
+#Data-Driven Decision Making: Utilizing data analytics to inform strategies, measure performance, and adapt to market changes.
-Change Management: Structured approaches to manage transitions, including communication, stakeholder engagement, and mitigating resistance to change.
+#Change Management: Structured approaches to manage transitions, including communication, stakeholder engagement, and mitigating resistance to change.
-Performance Metrics: Establishing KPIs to track progress, measure success, and ensure continuous improvement.
+#Performance Metrics: Establishing KPIs to track progress, measure success, and ensure continuous improvement.
-Innovation and Agility: Embedding a mindset of continuous innovation and flexibility to adapt to evolving market demands.
+#Innovation and Agility: Embedding a mindset of continuous innovation and flexibility to adapt to evolving market demands.
 These components work together to ensure a holistic transformation, addressing both operational and strategic dimensions of the business.

← Older revision		Revision as of 00:56, 2 October 2025
Line 27:		Line 27:
	'''Measure and Improve:''' Continuously capture process intelligence from stakeholders, events, social interactions, and structured and unstructured processes to assess in near-real-time. Apply advanced technology to dynamically adjust and optimize processes.<ref>What Business Transformation Process Management means to IT Leaders [https://www.gartner.com/doc/2717217/business-transformation-process-management-key#a834122920]</ref>		'''Measure and Improve:''' Continuously capture process intelligence from stakeholders, events, social interactions, and structured and unstructured processes to assess in near-real-time. Apply advanced technology to dynamically adjust and optimize processes.<ref>What Business Transformation Process Management means to IT Leaders [https://www.gartner.com/doc/2717217/business-transformation-process-management-key#a834122920]</ref>

		+	== Components of Business Transformation ==
		+	Business transformation involves a fundamental shift in how an organization operates to achieve significant improvements in performance, efficiency, or market relevance. The key components typically include:
		+
		+	Vision and Strategy: A clear, compelling vision aligned with long-term goals, supported by a strategic roadmap to guide the transformation process.
		+	Leadership and Culture: Strong leadership to drive change, foster a culture of adaptability, and align stakeholders around shared values and objectives.
		+	Governance: Clear governance structures to oversee progress, manage risks, and resolve conflicts.
		+	Process Optimization: Redesigning or streamlining business processes to enhance efficiency, reduce costs, and improve customer experience.
		+	Technology Integration: Leveraging digital tools, automation, or emerging technologies (e.g., AI, cloud computing) to enable innovation and scalability.
		+	People and Skills: Upskilling or reskilling employees, fostering collaboration, and ensuring workforce alignment with new processes and technologies.
		+	Customer Focus: Reorienting operations to prioritize customer needs, often through personalization, improved service delivery, or new value propositions.
		+	Data-Driven Decision Making: Utilizing data analytics to inform strategies, measure performance, and adapt to market changes.
		+	Change Management: Structured approaches to manage transitions, including communication, stakeholder engagement, and mitigating resistance to change.
		+	Performance Metrics: Establishing KPIs to track progress, measure success, and ensure continuous improvement.
		+	Innovation and Agility: Embedding a mindset of continuous innovation and flexibility to adapt to evolving market demands.
		+
		+	These components work together to ensure a holistic transformation, addressing both operational and strategic dimensions of the business.
		+
		+	In summary: Successful business transformation is not just about implementing new technology or processes. It requires holistic alignment across strategy, leadership, culture, operations, technology, customers, and measurement—while managing the human side of change.
		+
		+
		+	== Importance of Business Transformation ==
		+	Business transformation enables organizations to adapt, stay relevant, and thrive in an environment where markets, technologies, and customer expectations are constantly evolving. Without transformation, even successful companies risk stagnation or decline. Here are the main reasons:
		+
		+	*Responding to Disruption
		+	**Industries are being reshaped by digital technologies, new entrants, and shifting customer demands.
		+	**Transformation helps organizations avoid being displaced by more agile competitors.
		+	*Driving Growth and Competitiveness
		+	**It opens up new markets, products, and business models.
		+	**By streamlining operations and embracing innovation, companies can outperform competitors and sustain long-term growth.
		+	*Improving Efficiency and Agility
		+	**Redesigning processes and adopting modern tools increases speed, flexibility, and cost-effectiveness.
		+	**This agility allows organizations to pivot quickly in response to changes in the market or regulatory environment.
		+	*Enhancing Customer Experience
		+	**Customers today expect personalized, seamless, and digital-first experiences.
		+	**Transformation aligns people, processes, and technology around customer-centricity, strengthening loyalty and trust.
		+	*Future-Proofing the Organization
		+	**Transformation equips companies to anticipate and embrace future trends, rather than reacting too late.
		+	**It helps ensure long-term sustainability in the face of uncertainty.
		+	*Cultural Renewal
		+	**Beyond systems and processes, transformation reinvigorates the organizational mindset.
		+	**It builds a culture of innovation, collaboration, and continuous learning, making change part of the DNA.
		+	*Value Creation for Stakeholders
		+	**For employees: meaningful work, new skills, and growth opportunities.
		+	**For customers: better products and services.
		+	**For investors: stronger financial performance and resilience.
		+
		+	In essence: Business transformation is not optional—it’s a strategic necessity. It allows organizations to go beyond survival, positioning them to lead in their industries by creating agility, innovation, and long-term value.

	'''Business Transformation Management Methodology (BTM2)'''<ref>Business Transformation Management Methodology (BTM2) [https://support.sap.com/support-programs-services/methodologies/BTM2.html]</ref><br />		'''Business Transformation Management Methodology (BTM2)'''<ref>Business Transformation Management Methodology (BTM2) [https://support.sap.com/support-programs-services/methodologies/BTM2.html]</ref><br />

@@ Line 49: / Line 49: @@
 *[[Business Model Innovation (BMI)|Business Model Innovation ]]
 *[[Business Capability]]
 *[[IT Transformation]]
 *[[IT Capability]]

@@ Line 45: / Line 45: @@
 == See Also ==
-[[Business Strategy]]<br />
+*[[Business Strategy]]
-[[Business Model]]<br />
+*[[Business Model]]
-[[Business Model Innovation (BMI)]]<br />
+*[[Business Model Innovation (BMI)|Business Model Innovation ]]
-[[Business Capability]]<br />
+*[[Business Capability]]
-[[IT Transformation]]<br />
+*[[IT Transformation]]
-[[IT Capability]]<br />
+*[[IT Capability]]
-[[IT Strategy (Information Technology Strategy)]]<br />
+*[[IT Strategy (Information Technology Strategy)|IT Strategy]]
-[[Digital Transformation (DX)]]<br />
+*[[Digital Transformation (DX)|Digital Transformation ]]
-[[Change Management]]<br />
+*[[Change Management]]
-[[Organizational Change]]<br />
+*[[Organizational Change]]
-[[Organizational Change Management (OCM)]]
+*[[Organizational Change Management (OCM)|Organizational Change Management]]

@@ Line 1: / Line 1: @@
-'''Business Transformation''' is a [[Change_Management|change management]] strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision. In turn this helps to support and innovate new business strategies. For any transformation of a business or business processes innovation is one of the key drivers. Having a strong innovative capacity within the culture of the business can be a the make or brake of a transformation process.<ref>What is Business Transformation [https://rapidbi.com/what-is-business-transformation-3/ Rapidbi]</ref>
+'''[[Business]] Transformation''' is a [[Change_Management|change management]] [[strategy]] which has the aim to align People, [[Process]] and Technology initiatives of a company more closely with its business strategy and [[vision]]. In turn this helps to support and innovate new business strategies. For any transformation of a business or business processes [[innovation]] is one of the key drivers. Having a strong innovative capacity within the culture of the business can be a the make or brake of a transformation process.<ref>What is Business Transformation [https://rapidbi.com/what-is-business-transformation-3/ Rapidbi]</ref>
-Any radical organizational change can be termed business transformation. Typical transformation projects include mergers and acquisitions, business process outsourcing, and the introduction of shared service centers, enterprise software, and initiatives motivated by sustainability requirements. Unlike business process re-engineering, which closely focuses on business processes, business transformation requires a more holistic approach.<ref>Business Transformation Management Methodology [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]</ref>
+Any radical organizational change can be termed business transformation. Typical transformation projects include mergers and acquisitions, business process [[outsourcing]], and the introduction of shared [[service]] centers, enterprise [[software]], and initiatives motivated by sustainability requirements. Unlike business process re-engineering, which closely focuses on business processes, business transformation requires a more holistic approach.<ref>Business Transformation [[Management]] [[Methodology]] [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]</ref>
-Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used. Typically organisations go through several stages in transforming themselves:
+Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core [[product]] or service [[portfolio]] of the business and how technology is used. Typically organisations go through several stages in transforming themselves:
 *recognising the need to change and gaining consensus amongst stakeholders that change is necessary
 *agreeing what form the change should take, the objectives of the change and a vision that describes a better future
@@ Line 17: / Line 17: @@
 Gartner recommends that organizations establish and evolve a Business Transformation and Process Management initiative with a structured approach using five major organizing principles. This approach may vary depending on the problems you are trying to solve and the decisions you are trying to make:<br />
-'''Strategize and Plan:''' Anchor the transformation or process management program to strategic business results your organization must deliver within 12 to 18 months. For large programs, prioritize projects to deliver optimized business results and communicate a common vision.<br />
+'''Strategize and Plan:''' Anchor the transformation or process management program to strategic business results your [[organization]] must deliver within 12 to 18 months. For large programs, prioritize projects to deliver optimized business results and communicate a common vision.<br />
-'''Develop Governance:''' Solicit peer input to craft process governance and decision policies. Get executives to hold process owners accountable for business outcomes. Assess process styles and interdependencies to determine the impact of operational change.<br />
+'''Develop [[Governance]]:''' Solicit peer input to craft process governance and decision policies. Get executives to hold process owners accountable for business outcomes. Assess process styles and interdependencies to determine the [[impact]] of operational change.<br />
-'''Drive Change Management:''' Motivate behavior that accelerates delivery of desired business outcomes. Communicate and socialize ideas via multiple channels. Get buy-in from stakeholders at all levels. Avoid change fatigue and establish a broad capability for Big Change.<br />
+'''Drive [[Change Management]]:''' Motivate behavior that accelerates delivery of desired business outcomes. Communicate and socialize ideas via multiple channels. Get buy-in from stakeholders at all levels. Avoid change fatigue and establish a broad capability for Big Change.<br />
-'''Execute:''' Optimally operate the initiative in accordance with business goals, and update it in response to changing business requirements. Use BPM technologies and services to extend existing systems of record and accelerate differentiated and innovation solutions.<br />
+'''Execute:''' Optimally operate the initiative in accordance with business [[goals]], and update it in response to changing business requirements. Use BPM technologies and services to extend existing systems of record and accelerate differentiated and innovation solutions.<br />
 '''Measure and Improve:''' Continuously capture process intelligence from stakeholders, events, social interactions, and structured and unstructured processes to assess in near-real-time. Apply advanced technology to dynamically adjust and optimize processes.<ref>What Business Transformation Process Management means to IT Leaders [https://www.gartner.com/doc/2717217/business-transformation-process-management-key#a834122920 Gartner]</ref>
 '''Business Transformation Management Methodology (BTM2)'''<ref>Business Transformation Management Methodology (BTM2) [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]</ref><br />
-Comprising four phases: ENVISION, ENGAGE, TRANSFORM, and OPTIMIZE, the methodology integrates discipline-specific technical and methodological expertise from transformation-relevant subject areas. The BTM2 provides real-world guidance and support for transformation projects by bringing together the disciplines of Strategy, Value, Risk, IT Transformation, Program, Project, Change, Process, and Competency Management. While Strategy, Value, and Risk Management set the course for business transformation, other disciplines enable the transformation process. The discipline of Meta Management incorporates topics such as culture, values, and standards, as well as formal and informal structures and roles. It also orchestrates work streams involved in business transformation projects.
+Comprising four phases: ENVISION, ENGAGE, TRANSFORM, and OPTIMIZE, the methodology integrates discipline-specific technical and methodological expertise from transformation-relevant subject areas. The BTM2 provides real-world guidance and support for transformation projects by bringing together the disciplines of Strategy, [[Value]], [[Risk]], [[IT Transformation]], Program, Project, Change, Process, and Competency Management. While Strategy, Value, and [[Risk Management]] set the course for business transformation, other disciplines enable the transformation process. The discipline of Meta Management incorporates topics such as culture, values, and standards, as well as formal and informal structures and roles. It also orchestrates work streams involved in business transformation projects.
 *Meta Management ( see figure below) Every business transformation is different. The success depends on the complex interplay of actors in a multifaceted ecosystem. According to this understanding, the focus of meta management as the fundamental discipline in BTM2 lies in providing a frame that helps to manage the complexity of business transformation.
 *[[Strategic_Management|Strategy Management]] describes how organizations or organizational units can successfully plan transformation alignments and implementations. A frequent cause of failure is an erroneous or inaccurate planning of a transformation strategy.
@@ Line 31: / Line 31: @@
 *[[Risk_Management|Risk management]] provides fundamental guidance to the planning, development and effective execution of a business transformation. Hence, it is essential that business transformation managers seek to manage those risks that relate to the process of transforming an organization towards a desired future state and those risks that relate more to the possibility that this desired state becomes either obsolete or sub-optimal.
 *[[Business_Process_Management_(BPM)|Business process management(BPM)]] has evolved as one of the most important management capabilities today. Also in BTM2 it plays an essential role as an enabling factor for successful business transformations. Where does this importance come from? The answer is fairly simple: Since processes essentially are what organizations do, transforming organizations essentially means changing an organization processes. Therefore, the body of knowledge on contemporary business process management can contribute a lot to BTM2.
-*Transformational Information Technology (IT) management has different objectives. First of all, it evaluates the impact of current IT processes, IT competencies and IT systems on business transformation and vice versa. Additionally, transformational IT management defines IT-related success criteria for business transformation. Transformational IT management safeguards the design, implementation, roll-out and deployment of business transformation. It enables operations, maintenance and support of transformation deliverables. Last, but not least, transformational IT management also covers operations (continuous improvement).
+*Transformational [[Information Technology (IT)]] management has different objectives. First of all, it evaluates the impact of current IT processes, IT competencies and IT systems on business transformation and vice versa. Additionally, transformational IT management defines IT-related success criteria for business transformation. Transformational IT management safeguards the [[design]], implementation, roll-out and deployment of business transformation. It enables operations, maintenance and support of transformation deliverables. Last, but not least, transformational IT management also covers operations (continuous [[improvement]]).
-*[[Organizational_Change_Management_(OCM)|Organizational Change Management]] People and their abilities and motivations are one of the main wild cards in business transformations. Business transformation often involves a change of, or introduction of new elements to, the corporate culture which may lead to a misinterpretation of corporate signals and values, and a shift in power structures, both of which may entail serious constraints to the success of a business transformation unless adequately managed.
+*[[Organizational_Change_Management_(OCM)|Organizational Change Management]] People and their abilities and motivations are one of the main wild cards in business transformations. Business transformation often involves a change of, or introduction of new elements to, the corporate culture which may lead to a misinterpretation of corporate signals and values, and a shift in [[power]] structures, both of which may entail serious constraints to the success of a business transformation unless adequately managed.
-*Competence and Training Management - Business transformation requires a longer-term and often major change in the competences of team members and the management. For example, when transforming an HR department from an administration-oriented unit to one providing strategic consulting, not only the competences for transformation, for example, in the area of leadership, must be trained. Numerous team members previously working primarily in administrative roles must first be prepared and suitably trained with regard to their new strategic consulting competences.
+*Competence and Training Management - Business transformation requires a longer-term and often major change in the competences of team members and the management. For example, when transforming an HR department from an administration-oriented unit to one providing strategic consulting, not only the competences for transformation, for example, in the area of [[leadership]], must be trained. Numerous team members previously working primarily in administrative roles must first be prepared and suitably trained with regard to their new strategic consulting competences.
-*[[Program_Management|Program]] and [[Project_Management|Project Management]] - [[Program_Management|Program management]] serves as an overall vehicle for the transformation effort. It aims to support the implementation of the decided strategy in order to achieve the expected benefits in business transformations. A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control unrealized when they are managed individually.
+*[[Program_Management|Program]] and [[Project_Management|Project Management]] - [[Program_Management|Program management]] serves as an overall vehicle for the transformation effort. It aims to support the implementation of the decided strategy in order to achieve the expected benefits in business transformations. A program is defined as a group of related projects managed in a coordinated way to obtain benefits and [[control]] unrealized when they are managed individually.
 [[File:Metamgmt.png|400px|Meta Management]]<br />

@@ Line 1: / Line 1: @@
-Business Transformation is a [[Change_Management|change management]] strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision. In turn this helps to support and innovate new business strategies. For any transformation of a business or business processes innovation is one of the key drivers. Having a strong innovative capacity within the culture of the business can be a the make or brake of a transformation process.<ref>What is Business Transformation [https://rapidbi.com/what-is-business-transformation-3/ Rapidbi]</ref>
+'''Business Transformation''' is a [[Change_Management|change management]] strategy which has the aim to align People, Process and Technology initiatives of a company more closely with its business strategy and vision. In turn this helps to support and innovate new business strategies. For any transformation of a business or business processes innovation is one of the key drivers. Having a strong innovative capacity within the culture of the business can be a the make or brake of a transformation process.<ref>What is Business Transformation [https://rapidbi.com/what-is-business-transformation-3/ Rapidbi]</ref>
 Any radical organizational change can be termed business transformation. Typical transformation projects include mergers and acquisitions, business process outsourcing, and the introduction of shared service centers, enterprise software, and initiatives motivated by sustainability requirements. Unlike business process re-engineering, which closely focuses on business processes, business transformation requires a more holistic approach.<ref>Business Transformation Management Methodology [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]</ref>
 Business transformation is achieved by one or more of: realigning the way staff work, how the organisation is structured, the core product or service portfolio of the business and how technology is used. Typically organisations go through several stages in transforming themselves:
@@ Line 42: / Line 40: @@
-===See Also===
+== See Also ==
 [[Business_Strategy|Business Strategy]]<br />
 [[Business_Model|Business Model]]<br />
@@ Line 52: / Line 50: @@
-===References===
+== References ==
 <references />
-===Further Reading===
+== Further Reading ==
 *We Still Don’t Know the Difference Between Change and Transformation [https://hbr.org/2015/01/we-still-dont-know-the-difference-between-change-and-transformation Harvard Business Review]
 *4 Steps To A Successful Business Transformation [http://www.forbes.com/sites/forbesinsights/2014/03/18/4-steps-to-a-successful-business-transformation/#4e87980f2a0f Forbes]
 *What Do You Really Mean by Business “Transformation”? [https://hbr.org/2016/02/what-do-you-really-mean-by-business-transformation hbr.org]
 *What successful transformations share [http://www.mckinsey.com/business-functions/organization/our-insights/what-successful-transformations-share-mckinsey-global-survey-results McKinsey]

@@ Line 14: / Line 14: @@
-[[File:Business-transformation.jpg|300px|Business Transformation Process]]<br />
+[[File:Business-transformation.jpg|400px|Business Transformation Process]]<br />
 source:[http://www.slideshare.net/MavenTraining/business-transformation-quick-guide-10 Maven]
@@ Line 38: / Line 38: @@
 *[[Program_Management|Program]] and [[Project_Management|Project Management]] - [[Program_Management|Program management]] serves as an overall vehicle for the transformation effort. It aims to support the implementation of the decided strategy in order to achieve the expected benefits in business transformations. A program is defined as a group of related projects managed in a coordinated way to obtain benefits and control unrealized when they are managed individually.
-[[File:Metamgmt.png|300px|Meta Management]]<br />
+[[File:Metamgmt.png|400px|Meta Management]]<br />
 source: [https://support.sap.com/support-programs-services/methodologies/BTM2.html SAP]