Business transformation involves more than implementing new technology or refining processes; it focuses holistically on people, processes, and technology. At Tratech Consulting, I’ve seen that this interconnected approach is the key to driving sustainable change and long-term growth.
The People, Process, Technology (PPT) framework has existed since the 1960s as part of Harold Leavitt’s ‘Diamond Model’. Over time, it evolved into the ‘golden triangle’ that emphasises integrating these three elements. I’ve found that when you focus solely on one, you miss the bigger picture. It’s like a Formula 1 team; having the best car (technology) and the best driver (people) is pointless if you don’t have an efficient pit stop process.
People: The heartbeat of transformation
I believe that transformation starts and ends with people. Employees, stakeholders, and customers are the drivers of any change. Yet, I’ve seen too many companies implement new systems without considering the impact on their teams. Without buy-in, even the most advanced technology will fall flat.
That’s why Tratech involves end-users right from the Discover phase of our 7-stage process. We get to the heart of their needs through interviews, whiteboarding sessions, and surveys. This isn’t just about gathering information but showing that we care. By addressing their concerns and providing proper training, we turn scepticism into advocacy, smoothing the adoption of new systems. My philosophy is simple: engaged employees who feel valued become champions of change. Prioritising a culture of continuous learning leads to long-term success with business growth.
Process: Streamlining for efficiency
Efficient processes are the backbone of transformation. It’s not just about documentation but creating workflows that can evolve with the business. I’ve seen how refining processes can significantly improve operational efficiency in my work. I collaborate with clients to identify and eliminate inefficiencies in ticket sales for a football club or data management for a public sector project. During the Plan phase of our 7-stage process, we focus on lean delivery, removing unnecessary steps to improve time-to-market. Regular feedback loops ensure processes remain adaptable and relevant. Our goal is not to deliver a rigid solution but to provide a dynamic framework that supports growth and change.
Technology: The enabler of change
While technology often gets the most attention in transformation, I view it as an enabler rather than the star. I favour a ‘creativity through technology’ approach, which means selecting solutions that align with each client’s needs, whether it is robotics process automation, AI, or digital transformation.
In the Deliver phase, we work closely with internal teams to ensure technology integrates seamlessly into existing operations. For example, digital ticketing systems in football clubs can revolutionise fan experiences, but only if they fit into current workflows and staff are trained to use them. Our job is to guide clients through this integration, so they gain maximum value.
A holistic transformation
I focus on building an environment where people, processes, and technology are intrinsically linked. Our 7-stage process involves constant feedback, review, and improvement. By involving end-users early on, we ensure that changes resonate with those who matter most. This interconnected approach enables businesses to become innovators and stay ahead of the game.
True transformation isn’t just about adopting new technology or refining processes. It’s about aligning people, processes, and technology to support long-term growth and success. We help our clients adapt and embrace change through a philosophy of care, creativity, and collaboration.
For more information about how Tratech Consulting can support your business, contact us by filling out the form on this page.
Reference
Leavitt, H. J., ‘Applied organization change in industry: structural, technical, and human approaches’, in Cooper, S., Leavitt, H. J., and Shelly, K. (eds.), New Perspectives in Organizational Research, Wiley, Chichester, 1964, pp. 55–71.
