“Everything feels like its on the precipice of some major transformation, whether we like it or not.”
OSS transformation tends to focus on the activities required to take the OSS from current state to a desired future state (naturally). An OSS Transformation is generally planned around the introduction of new tools, processes and/or functionality. It is the future state where a majority of intellectual effort is expended.
The part of a transformation that seems to always be underestimated is actually understanding the current state and repositioning the current tools in readiness for the future capabilities.
Let’s say your transformation project targets the rationalisation of 200 different tools down to 100, plus the introduction of the 5 new tools. From experience on major transformation projects, chances are that you’ll end up with 205 rather than 105 in your future estate with no old tools decommissioned. It seems that the chess-board is rarely targeted for massive simplification prior to considering the transformation. This leaves an estate with a higher degree of complexity into which the transformation must be made.
Over the years, many quick fixes and cross-product integrations are added that make the current tools more difficult to manoeuvre into future state. Much thought needs to be expended on rationalisation of existing tools before a transformation can begin. The same is true for people and processes. The organisational change aspect is often overlooked by the technologists who have been tasked with making the transformation.
In summary, consider a major simplification program before starting on the new parts of the transformation.