ENTERPRISE TRANSFORMATION AND INNOVATION.

Running head: ENTERPRISE TRANSFORMATION AND INNOVATION
ENTERPRISE TRANSFORMATION AND INNOVATION
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1ENTERPRISE TRANSFORMATION AND INNOVATION
Table of Contents
Introduction: 2
Discussion: 2
Reasons for the failure of enterprise transformation: 2
Difference between the firms that are successful and failures: 3
Issues and Problems 4
Recommendations 5
Conclusion 5
References: 7

2ENTERPRISE TRANSFORMATION AND INNOVATION
Introduction:
The aim of the report is to evaluate and demonstrate the reasons that are affecting the
success of the Enterprise Transformation process for the enterprises. The term Enterprise
Transformation describes the change that is fundamental in nature and is implied to the way
in which an enterprise functions considering the fact to be moved in a new type of market or
changing the process of operation replacing the old process (Uhl and Gollenia 2016).
Business transformation is a change management strategy aimed at harmonizing the
company's business strategy and vision with its individuals, procedures and technology
projects. Regardless of sector, the company must change to sustain in the changing company
setting.
The report also focuses on the reasons that are responsible for the failure of the
enterprise transformation process in most of the organizations. The differences between the
firms which are considered as successful and which are not successful will be discussed so as
to gain the knowledge on the issues that are faced by the firms during the process (Niemetz,
Kinderen and Constantinidis 2013).
Discussion:
Reasons for the failure of enterprise transformation:
The need for innovative competitive strategies is underpinned by a profound shift in
the worldwide company setting. According to Dovey and Fenech 2017, many organisations
do not make critically based mission changes, since their officials do not understand how
these changes are impeded by the company's business logic. Strategic purpose of
management control is within the functional hierarchical framework of most big enterprises.
The enterprise transformation fails mainly because of the clashes between the organization’s
cultures with the agile values. Organizations frequently have difficulties implementing major
changes, if they ignore their control culture as a challenge to overcome. The other reasons
consist of lack of the executive support. Managers usually delegate the agile conversion of
the company to executives and team executives and update it during quarterly conferences.