The Business Transformation Playbook

How to implement your organisation's Target Operating Model (TOM) and achieve a zero percent fail rate using the 6-step agile framework.

Why do only 30% of programmes deliver on time, on budget and on scope, realizing the intended benefits while 70% fail?

Uncover the framework, design process and blueprint for increasing that success rate, and delivering the Target Operating Model (TOM).

In this step-by-step guide, you will learn:

• The five (5) Business Architecture Challenges that Business Architecture, Business Architects and Business Transformators® face today, and how HOBA® solves them
• A comprehensive, systematic and structured Target State Architecture 'Design Process' to not only design the Target Operating Model (TOM) but also implement it
• An agile framework that develops the Target State Architecture, and Target Operating Model (TOM) in an iterative, incremental fashion
• The framework that aligns the Business to the Business Strategy
• A framework that covers all aspects and questions asked about the business — from the Why, Who, What, Where, How and When?, and Blueprints that address the implementation concerns, all covered here, plus more.

• Part 1: Plan
1. Introduction
• Why This Book?
• Who Should Read This Book
• How This Book Is Organised
• Part 1 — Plan
• Part 2 — Act
• Part 3 — Do
• How To Read This Book
• Current Situation
• The Problem
• The Solution
• Scope
• Assumptions
• Case Study
• Disclaimer
2. The Business Architecture Challenge
• Introduction
• Challenge #1: What is Business Architecture?
• Challenge #2: What is The Value of Business Architecture?
• Challenge #3: What does this value look like?
• Challenge #4: When can I see the value of Business Architecture?
• Challenge #5: What is the role of the Business Architect (and when do we engage them)?
3. House of Business Architecture® (HOBA®)
• Purpose
• HOBA® Components
• HOBA® — the 'Target State Architecture'
• HOBA® Reference Models
• How To Use HOBA®?
• Alignment with Other Approaches
4. The Design Process
• Introduction
• Objectives
• HOBA® Principles
• Roles
• Part 2: Act
5. Step 1 — Focus
• Introduction
• Business Motivation Model
• High Level Process (SIPOC)
1. Business Architecture Approach
2. Vision Mapping
3. Business Strategy Mapping
4. Business Glossary
6. Step 2 — Control
• Introduction
• Governance Model
• High Level Process (SIPOC)
1. Business Architecture Governance
2. Design Principles
3. Risks, Assumptions, Issues & dependencies (RAID)
7. Step 3 — Analyze
• Introduction
• Analysis Options
• High Level Process (SIPOC)
1. Organisation Mapping (As-Is)
2. Stakeholder Mapping (As-Is)
3. User Journey Mapping (As-Is)
4. Process Mapping (As-Is)
5. Capability Mapping (As-Is)
8. Step 4 — Evaluate
• Introduction
• Benefits Model
• High Level Process (SIPOC)
1. Benefits Mapping
2. Benefit Dependencies Mapping
3. Prioritisation Mapping
9. Step 5 — Design
• Target Operating Model Implementation Options
• Top-Down Design Approach
• Target Operating Model (TOM)
• High Level Process (SIPOC)
1. Capability Mapping (To-Be)
2. Process Mapping (To-Be)
3. Impact Mapping
4. Cost-Benefit Mapping
5. Pilot Mapping
10. Step 6 — Implement
• Introduction
• Road Map Model
• High Level Process (SIPOC)
1. Project Mapping
2. Road Map Mapping
3. Benefits Realisation Mapping
4. Transition Architecture Mapping
5. Business/IT Alignment Mapping
6. Traceability Mapping
• Part 3: Do
11. Next Steps
• Recap
• Next Book
• HOBA® Cheat Sheet
12. Free Online Resources
• Get Your Free Transformation Scorecard®
• Free Online Resources
13. Get In Touch
• Comments
• Credits
• Workshops, Training, Consultancy and Talks
• Get in touch
• Connect 
14. Appendices
1. Glossary
2. Figures List
3. Tables
4. Reference Models, Building Blocks and Blueprints
5. Additional Reading
6. Index

I had high hope for this one. At long last a book about business transformation!

Unfortunately, it is extremely badly written, sometimes incomprehensible, repetitive, endless self-promotion, badly edited, and worst of all, many times plainly wrong on the facts.

The author claims to have an MBA, but seems to have missed the finer points of the education (and he absolutely doesn't understand program and project management, even though he refers to the MSP). And everytime when I check a book where everything seems confused, it is always an Australian (or a Dutch) person. In this case, an Aussie.

The whole book could have been presented in a 75-100 page booklet (incl. graphics, which the author sprinkle repetively everywhere, without any sense).

No, my recommendation is to avoid it, which is a pity, as I really would have loved to have a good reference on the subject.