Frameworks
Ideas shaped by experience.
Over three decades in technology and enterprise transformation, I kept seeing the same problems appear in different organisations, industries and programmes. Two working models came out of that. This page is about where they came from. How I apply them is described on DK Transformation, my advisory practice.
The Enterprise Transformation Framework
For years I watched transformation programmes described entirely in technology terms: platforms, migrations, roadmaps. Meanwhile the reasons they struggled sat somewhere else altogether: an operating model nobody had revisited, governance that reported comfort, data no two people trusted the same way.
The framework is my attempt to hold all of that in one view. Not as a maturity model to score against, but as a set of places to look when something is not landing. Most of the time the answer is in a domain nobody was examining.
I keep revising it. Its elements have moved more than once, and I expect they will move again as the work teaches me something new.
The Executive Operating System
Direction is easy to set once and difficult to hold. What I saw repeatedly was leadership attention arriving in bursts: a strategy offsite, then a crisis, then a review. In between came long stretches where the programme quietly drifted from what had been agreed.
This model describes the rhythm I found myself imposing in every role. It is a loop rather than a sequence, where measurement is expected to change the direction rather than defend it. The steps are unremarkable on their own. Running them continuously is the difficult part.
It is a working model, not a finished one. It exists because I needed something to hold myself to.
Neither framework started as a diagram. The names and structures came later. The lessons came first.