Journey's End - what can enterprise transformation programmes learn from the pivotal events of 1918?

This blog outlines some lessons for programme managers and architects of ERP and PLM programmes from the strategic events swirling above the poignant human story at the heart of the recent film, Journey’s End.

Some background without giving away too much of the plot

It is early 1918 and after years of brutal fighting a group of exhausted British officers is aware of forthcoming onslaught from the reinforced German enemy. The play revolves around the relationships between the men and, in particularly, between two or three of them and the broken commanding officer, Stanhope. The setting is pivotal because the plot depends on the inhumane pressures and strains of war which break all men however strong they were.

This is not only a truly emotive story that never fails to move me but also provides a study of the frailty of command under pressure. Many writers such as Ernest Hemmingway, Ernst Juenger, Nicholas Monsarrat and Tim O’Brien have written evocatively on this theme, dripping with quotes such as “courage is grace under pressure” from Hemingway.  However, this is not the topic I wish to write about in this blog. Instead I wish to highlight a number of important lessons from the strategic conduct of this crucial period of the Great War.

The German experience

To do this, it is first necessary to provide a summary of events. In early 1918 the German high command becomes painfully aware that victory is becoming less and less likely chiefly due to the stranglehold on several critical supply lines caused by the British naval blockage and loss of so many men in the constant attritional fighting against three enemies. The collapse of Tsarist Russia frees up experienced armies and provides the means to shore up the over-stretched economy. To maximise on this, the generals plot a series of campaigns against the British and Imperial armies before the Americans start to stream across the Atlantic. 

The result, Operation Michael, is based upon two key principles: firstly, favouring short heavy and intense series of artillery salvos over a prolonged bombardment, and secondly, sending small units of specially selected and tough men to use their initiative and agility to penetrate the British front lines and keep moving forward, trusting regular units to mop up the remaining Tommies. This is the situation portrayed in Journey’s End.

However, we need to look at the bigger picture. Yes, the Germans made impressive gains, more so than their enemies on the Western Front had in 3 years of offensive warfare. But they could not coordinate infantry and artillery follow-ups to the early impressive gains made by the stormtroopers who eventually became exhausted and depleted. Consequently, the British and their allies buckled but did not break and then launched a series of counter-offensives so by early September had regained the lost territory and then continued to advance forwards for another two months.

The British and Allies' experience

The British had learnt quite different lessons from the earlier bloodletting of the Western Front. They saw the importance of tight coordination between artillery, infantry and the new weapon, the tank. Secondly, once secured, enemy territory should be held and consolidated and then serving as a secure launching pad for the next offensive – this was known as “bite and hold”. Thirdly, they did not separate the fiercest and most battle-hardened warriors from the remaining men but instead focused on the provision of up-to-date and relevant training and the distribution of new weapons and tools for all. Fourthly they realised that offensives should be broken down to a series of defined and achievable objectives, and they gave up the naïve hopes of cavalry breakthroughs. Their army was now professionalised and qualified – the Lord Melchetts had gone.

It is important to recognise that in the face of this tough enemy and with the help of their allies, new and old, the British and Imperial forces defeated Germany.

So, what are the lessons for us, programme managers and architects of complex enterprise solutions? Is there value for us to look beyond the horrors and slaughter so ingrained in our popular understanding of the war due to works such as Journey’s End? 

Let’s address that.

Firstly, I should say the scope of this study is large-scale programmes such as those based upon end-to-end SAP S4 and its associated products or upon a full PLM and CAD system, not smaller initiatives such as UI and small cloud-based solutions. In other words, the organisational transformation equivalent of a military campaign.

So here are the lessons for us to consider:

Conclusions from previous experiences. The British and German high commands drew different conclusions from the past. Similarly, you and your colleagues all have years of experience with Enterprise Solutions. But what are your shared memories and are they accurate? Many of you feel let down by expensive consultants and the high costs of programmes and wonder where the benefits were. You feel the attraction of agile techniques, and perhaps are in danger of believing these are the complete answer. But be careful and consider thoroughly the lessons you are learning. After all they might not be right.

Afterall the German High Command were convinced they had learnt and applied the correct lessons. Don't make the same mistake. Consult widely and examine programmes in other organisations for lessons, and don't do this simply to reinforce your own views. Instead challenge and refine your thinking.

So, for example, what about the difficulties you overcame – the business complexity, the need to coordinate lots of workstreams and activities and thorough testing? The fundamental challenges remain – namely some complex enhancements, legacy data migration, integration mapping, security and change management. You should consider the specific lessons for these such as the need for knowledgeable change managers who can relate to the business. Don’t ignore these equivalents of the establishing the essential supply lines across the mud and shell holes of the Western Front – they haven’t gone away.

Don’t separate your vanguard or “stormtroopers” from the rest of the team

Agile techniques certainly have benefits for us, but do not allow yourself to think that small and self-governing teams are enough. We do see some complex enterprise programmes based on small scrums that are free to define their own backlog and to view with disdain the documentation that their colleagues responsible for data migration or change management etc depend upon. Isn’t this the equivalent of stormtroopers separate from the main body of men? Make sure your programme doesn’t run out of steam without having achieved its objectives because it's stormtroopers are so far ahead of everyone else and also exhausted.

The importance of “bite and hold”

As you plan your sprints or iterative build phases, make sure you mapped out the outcomes.  In addition don’t rush into the next sprint without make sure the outcomes of the last one are safely understood by all relevant parties. It is very tempting to allow the design team (stormtroopers) to race ahead but first you need to make sure the data, change and technical teams understand enough of the solution to complete their work. After all their challenges are just as important as those of the stormtroopers. And just as important, show the outcomes of the sprint to the users, garner feedback, celebrate success and then move forward. 

Define your objectives

Be realistic. Such programmes can transform your business but there is no equivalent of the cavalry breakthrough that so many hopes in 1914 and 1915 were pinned upon. So, don’t rely on the modern-day equivalent of the cavalry officer, i.e. expensive consultants armed with power-point skills but insufficient project experience. The stories can seem stirring and wonderful but ultimately aren’t appropriate for today’s business environment. Instead define your roadmap based on the tools and products available today. Then plan and budget it, and then unleash your agile teams but in a coordinated fashion. You will be pleasantly surprised at what you can achieve. 

In conclusion

The functionality and benefits of the new generation of enterprise solutions such as SAP S4Hana and the integration of PLM, ECM and CAD software offer strategic opportunities to organisations. Just like the different opportunities available to the Allied and German high commands in early 1918. But make sure you are learning the right lessons from history, both of that of the Great War and of the last 20 years of IT programmes.