Digital Transformation and Interweaving at BrightTALK 2017 December

11

Digital Transformation

Do you ‘really’ know?How your new …

… fit, act, and evolvewith the rest of the organisation?

INTERWEAVING by WorkEm Toolsmiths & Anders W. Tell

22

Anders W. TellCEO and Master InterweaverWorkEm Toolsmiths

A Stockholm, Milano based consulting and toolbuilder firm

[email protected]

33

Digital Transformation

Interweaving

The Agenda for today

44

INTERWEAVINGUnlocking, Realising, & Optimising

the value of Togetherness

55

Interweaving has grown ….. and matured

Practiced on all levels from UN, ISO, OMG, W3C, EU, CEN, ,…

International standardization since 1997

Practicing Methods developer and Enterprise Architect

and not framework and methods

Shift to delivery of change and benefits

A product development Pivot from Enterprise Architecture

A Pivot because of experiences and through Research

Interweaving Thinking and Interweaving Practice

66

Interweaving!

Interweave Thinkinga situated human centric, work oriented, and instrumental mindsetand lens on what is most important in an interweaved world.

Interweaving Practiceaims to realise worthwhile benefits over the whole life cycle of an organisation, community, product, or any other unit-of-interest

Starts with 2 questions…

What is most important (salient) to people in work they do with others?

How do people and things fit, act, and evolve together across boundaries?

77

The age of InformationA taste of implications

New enablers create opportunities as well as

problemsdigital, material, technologies,

and fusions

Big Data and AIAn opportunity,

but creates barriers to entry

Community & CrowdBoth as customers, and suppliers,

partners

Disruption

Good ideas are not hard to find.The pace is high.

Zero marginal cost of supplyand marketing, and…

Operational ExcellenceInnovation moves in Paces

… lead to Complications, Complexity, Manifolds, Variations, Perspectives, Volatility, …

88

How to untangle Digital Transformations?Common ways to untangle the complicated and complex topic

Digital Transformation CanvasAn Interweaved canvasthat anchors the discussions

Separate Digital + Transformation

Take an IS/IT point-of-view

Colourful example

Present a few interesting aspects

Ask the audience

99

Interweaving - Transformation Talking Point Canvas

Strategy

Innovation

Business Model

Transformation

Common Effort Reference Information Model (CERIM)

Environment

Enabler

CustomerPartner

Supplier

Management

Operation

Copyright © 2009-2017, WorkEm Toolsmiths, Anders W. Tell, All Rights Reserved

Digital Transformation Talking Point CanvasFraming and Anchoring discussions with the Interweaved canvas.

Engage people with different Work-to-be-Done.

1010


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


Digital Transformation Talking Point CanvasInterweaving and the Form Language

Feedback& LearningLoop

Journey

Strand

Bridge

Intereaved

Talking PointsTopicsInterweave

1111

A walkthrough of the themes …

• to get the taste of talking points that are typically found and explored in workshops.

1212

EnvironmentTALKING POINT

…

1313

EnvironmentSocial, economical, environmental, sustainable, …

• Emergence and Trends• Massive scale, reach• New and reshaped valuation of experiences• Infrastructure

• Transport• Digital

• Cultures that accepts• Fail fast and forward• High risk early, lower later• Low investment early, higher later• Randomisation• Learning

• Community & Crowd• Eco system and sustainability• …

1414


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


EnablersTALKING POINT

Digital,Technology

1515

Technology EnablersTechnology and materials

• Digital technology• IoT• Cloud

• Machines• 3D printing

• Sensors• Everything is measurable

• Drones• Cartography

• Biological• Material

• New kind of Waste• Mixed, fusion

• Wearable IT• Exoskeleton

• …

1616


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


StrategyTALKING POINT

…

1717

StrategyNot only a plan

• Shorter cycles• Hypothesis testing• Experimentation• …

+ aspects from other talking points

1818


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


Business ModelTALKING POINT

…

1919

Business Model

• From Features to Values• New or reenabled Value systems• Customer orientation• Customisation• From Products to Services• Differentiation• Drive to Demonetisation

• The marginal cost of “supply, marketing” goes to zero• Allocation of Resources

• Rent don’t own• CAPEX to OPEX

• …

2020


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


InnovationTALKING POINT

…

2121

InnovationLearning and Innovation systems

• No lack of ideas!• New enablers with new characteristics• Disruption the new norm

• But still, operational excellence is valid• Higher pace and massive digital reach• Incremental, Evolutionary, Revolutionary• Where?

• Outside, inside, inside at core• Variation required for Creativity• Design methods

• Experimentation, Pivots, Minimum Viable Product• Innovation Culture that accepts

• Fail fast and forward• High risk early, lower later• Low investment early, higher later• Randomisation

• Job-to-be-done instead of Persona• …

2222


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


TransformationTALKING POINT

…

2323

TransformationTransformation and change system

• Changes comes are faster• Evolutionary Learning• Methods:

• Predictive, Iterative, Incremental, Agile• Phase layering• DevOps, SAFE, …• Design, CX, UX, …

• Organisation• Shorter projects

• STRATEX, CAPEX to OPEX• Deliverables

• Minimum Viable Product• Shortened cycle

• Explore - Design- Do- Measure – Learn• …

2424


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


ManagmentTALKING POINT

…

2525

ManagementThe (governance and) management system

• Management for hire• Big data• Social organizations

• Circles• X,Y,Z Generations• Massive Transformative Purpose• Objective Key Results• …

2626


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


OperationsTALKING POINT

…

2727

For operations a lower level talking point canvas is used

• The FUNdamanta Canvas with …• Fundamental talking point themes

• organised in higher to lower value creation order

• Cross cutting talking point themes

• The themes and talking points are interweaved.

2828

The “House”, the Enterprise, …FUNdamenta themes that are Interweaved!

Strand (organised in higher to lower value creation)

Unit of Interest

Extent(things, data, material, equipment, facility,resources,…)

Performer(who, people, machines, IS/IT,..)

Process(work, use, servicing,…)

Higher Order(concepts, story, logic,ways of thinking & working,,…)

Value(value, offer, preference,position, exchange,…)

Self(identity, vision,purpose,…)

Trancendence(community, eco system,…)

Copyright © 2009-2017, Anders W. Tell, All Right Reserved

Strand

Preference

(flow organised supplier to customer)

Offer

Supplier Customer

2929

OperationsUntangling the organisation or enterprise using Interweaved themes

• Transcendence• Eco-system and

Sustainability• Community

• Self• Identity and Purpose• Massive Transformative

Purpose• Higher Order

• Stories and Logics• Operational concepts• Cohesion• Backbones• New steering and

guidance means

• Process• Small beat bigger (size

doesn't matter )• Sourcing

• Staff on demand• Digitization

• Performer• Competences (new,

change, body—>mental)• Conscious / Unconscious

acceptance resistance• New kind of Performers

(machine /IoT /IT)• Trust beat control

• Resources / Assets• Data/Information• Information accelerates • Material

3030

Operations(crosscutting themes)

• Environment • Boundary

• Touchpoints• Where are the boundaries?

• Relationships• Customer relationships• Co-creation

• Influence (Strategy)• Performance

• Benefit realisation• Objective Key Results

• Change (Transformation and Innovation)• Interweaving

• Logics• Platform• Forms (Patterns)• Coupling

3131

FUNdamenta ThemesNext level of Interweaving, overlaid with value creation and excellence aspects

Interweaving - FUNdamenta Themes

Change

Performance

Inquiry

Relationship

Boundary

Influence

Environment

Foundation

Extent

Performer

Preference Offer

Process

Higher Order

Value

Self

Transcendence

Qualitative Comparable

Interweave

Demand Supply

Interweaving - FUNdamenta Themes

Change

Performance

Inquiry

Relationship

Boundary

Influence

Environment

Foundation

Extent

Performer

Preference Offer

Process

Higher Order

Value

Self

Transcendence

Qualitative Comparable

Interweave

Demand Supply

Community Wellbeing

Employee /IndividualWellbeing

Environment Wellbeing

Mutually reinforcing

Shareholder Value

Customer Value

Transformational Excellence

Organisational Excellence

Resource Excellence

Operational Excellence

Innovation Excellence(2nd loop learning)

3232

Digital Transformation Talking Point CanvasAwareness and Insights gained by Interweaving, all together


Strategy

Innovation

Business Model

Transformation


Environment

Enabler

CustomerPartner

Supplier

Management

Operation


Experience

ExploreExploit

Aspire

Choice

Position

Direction

Value

EvolveChange

Exchange

Identity

Technology Data

Build

Allocation

Differentiation

Pace

Programme

Sprint

Emergence Scale Reach

VolumeSensor

DeliverMakeSource

Plan

ReturnEnable

ProjectMarket

Community & Crowd

Service

Channel Work to be DoneOPEX

STRATEX CAPEX

3333

Digital Transformation is not only …

… strategy (aspiration, plan) but also digital technologies (enabler)

… operations (stability) but also innovation and transformation(change)

… the organisation (inside) but also the environment (outside)

… doing but also values

…

Interweave thinking is bifocal and address the opposites, and

therefore Balance, Trade-of, and Priority

3434

The Digital Transformation Canvasis rooted in …

• Real strategic, business, operational, and technical concepts as they are used by people in work they do with others,

• and not in Capabilities.

• Although, a capability lens can be applied when you want to think about what is important (salient) and where you need capacity in order to achieve some result.

3535

INTERWEAVING is a ...Human centric, Work oriented and Instrumental practice,

for Work people do with others across boundaries.

3636

INTERWEAVING is a ...

Human centric, Work oriented and

Instrumental practice

… for Work people do with others across

boundaries

3737

Interweaving Thinking starts small… by asking 2 Questions!

Body of Knowledge

Interweaving - Framework

Saliency(the most important)

Interweave(how people and things fit, act, and evolve together

across boundaries)

Start here!

Personal, Managerial and Professional Mastery!

Your ownBody of Knowledge

Build your own!

3838

Interweaving is complementary… and not overlapping

PartnershipOrganisational Services

INFUSIONPersonal Practice

Practice

An Interweaver does not replace business analysts, strategists, organisational developers, project managers, but complement them.

The Interweaving Practice can be applied at every level and part of an organisation.

3939

Interweaving supports Agile projects

• Interweaving integrates well with predictive, iterative, incremental, and agile project approaches.

• Interweaving provides rights sized backbones that keeps agile work together across sprints

4040

Work OrientedSupport peoples Work/ Job to be Done perspectives

All results should be Workable!

Work Artifact Quality Model: Accommodate the interests of interested parties and their performance criterion in work they do with others


InterestedParty Consequence

/ Effect

Artifact

participate inhas

Quality Model

quantified by

Interest

Work to be Done

A shift from Persona to Job/Work to be done

A shift from Quality of Artifact to Quality of Work

4141

What is in it for me?

INTERWEAVING aims to …

Boost Resource Utilisation and Releasing Business Results and Values… by …

Unlocking, Realising, & Optimising the Value of Togetherness

4242

Interweaving Delivers Change and BenefitsStarts by asking 2 questions …

Interweaving - The Essence and Benefit Ladder

Essence and Benefits

deliverSaliency

(the most important)


across boundaries)

Work oriented Knowledge, Enablers & Facilitators

drive change to …

Unlock, Realise, & Optimise The

Value Of Togetherness

and realise benefits …Release Business

Results & Values

Boost Asset Utilization

4343

Interweaving Delivers… rich and manifold kinds of takeaways

Integration, Facilitation, Mediation & Change Management

Assessments and Validations

Interweave & Backbones

Knowledge and Insights of the New, Possible, or Existing

4444

Interweaving Delivers… rich and manifold kinds of takeaways

Assessment & Validation

Wellness AssessmentVerification & Validation “New Kid on the Block” Evaluation

Knowledge & Insights of The New, Possible, or Existing

Insights for Innovation & Improvement Advise for Action

Knowledge about what is most important - Saliency

Knowledge about The Interweave

Improved Decision Making & Learning

Shared mental models, dialogues & references

Interweave & Backbones

Transformation Backbones

Operations Backbones

Cohesion & Stability

New Steering, advising & guidance means

Strengthened governance, management, & control systems

Alignment & Integration at all levels & domains

Bridges peoples work, professions & disciplines

Enabled underlying logics

Understandable, workable, acceptable & agreeable Tools

Integration, Facilitation, Mediation & Change Management

Mobilisation of organisation & projects to perform

Integrator, Facilitator, Mediator & other Roles Accommodation

4545

The Interweaving Enriched Design Journey

Empathize Define Ideate Prototype Test?How does the

design fit, act, & evolve with what

was, is & can be?

Interweave Implement!Formulate

Consent Translate

Align, EngagePlan,Prepare

Transform

OperateOOperate

EvaluateAdjust

CommunicateLearn

Knowledge KnowledgeKnowledge & AssessmentKnowledge & InsightsKnowledge & Insghts

Copyright © 2009-2017, WorkEm Toolsmiths, Anders W. Tell, All Rights Reserved, <www. workem.com>

Validation & Advice

Operations Backbone

Transformation Backbone

Takeaways

Live!

4646

Interweaving supports your Journey

Design

StrategyInnovationIntegration

Personal Mastery Knowledge

Startup

Executive,Manager

4747

Analysis & Design – The ToolkitExamples from the Strands Catalogue, with documented Strands talking points

Customer Journey / Experience /

Work to be Donefeel

think

do

Touchpoint

Supply chain /Workflow

CustomerSupplier

supply chainsource

makedeliver

returnreturn

Business Model Development /

Innovation Journey

BMspace

diffusion /alignment /

engagement

creativity /innovation /enabling technology

Icrowd

productservice

scaleaccelerate

4848

Discussing Strands and BoundariesExample discussions

Changing the BoundariesWhat do we do, and what do others do?

Offer to do more of customers work

Co-creation

How much of the total work-to-be-done do you do?

4949

In-front and Behind the curtainBasic Canvases are supported by Facilitator Canvases

Brand Promise

Metric & Assessment

InnovationSystem

TransformationSystem

Instrument

Metric & Assessment

Customer Value Curve / Ladder

IndustryNetwork Relationships

Macro Forces & Trends

Competitive Frame

ChannelValue Curve / Ladder /Offer /Treatment

Key Activities

Key Performer

Key Resources

Customer Relationships

Market Positioning

Value Proposition

Customer Segment

Customer Journey

Products & Services

Governance System

Management System

Gain (+) Pain (-)Gain Creator (+)Pain Killer (-)

Partner Internal

Access to Own

InternalSourced

Higher Order

Weaknesses (-)

Strengths (+)

InternalExternal

Values / Attitudes

Self

Self- Transcendence

CostStructure

RevenueStream

Desired State of Affairs

Threats (-)

Opportunities (+)

Fit / Match / GAP / Change

Market

Customer Persona

Status, Maturity

Freedom, Limitation

Scenario, Option,

Assumption, Hypothesis, Choice

Circumstances, Forces of Change

Time (past, present, future, vision, horison)

Frame of Interpretation

Context of Interpretation

Effort (Motivation, Direction)

Approach, Method, Manner, Theories

Strategic LogicStandard

BarriersCapability Value

Creation

Concept

Feel (mind-body)Think (mind)

Seeing (senses)Hearing (senses)Saying (senses)Doing (physical)

Work to Be Done (state of affairs) Being

ExperienceFunctionsFeature

Aspiration

Comfort

Dissatisfaction

Problem

Geographic

Demographic

Competitive Advantage

Unfair Advantage

IKIGAI

SubstituteComplement

Newcomer“What does success like

like?”

Risk

ActionsReduce (prevent, eliminate, mitigate)

Avoid

Transfer

Share

Accept (Ignore)

GovernmentSociety

ActionsCreate

Increase, Raise

Transform

SupportDoing

Doer

Being

Becoming

Identity

Emotions

Importance

ComplementarySubstitute

Relating

Support

Brand

Strategy Document

Purpose, Values, Mission, VIsion

Co-CreationDifferentiation

Best Practie

EnvironmentalQuality Touch point

Unwanted Scenario

Portfolio GAP

Capability GAP

Value Fit/Match

Rival

Supply Chain

Work Flow

Evidence

InformationEquipment

Facility

PeopleOrganisation

IS/ITApplication

Machine

Resource

Supply -Demand

GAP

Social, Environmental Responsibility

Growth

Product & Service

MarketingSales

culture

Switching Costs

Supply & DemandSegment Structure

ForcesForces

Motivation

Platform

Customisation

Story Logic FormsEssentiality

GAP

LocationMaterial

Behind the curtain:A Facilitator Canvas

In-front of the curtain

Data

Strands

5050

Grow into Interweaving!Start with 2 simple questions, then use the Body Knowledge and Framework

Build your body of knowledge by extending or contracting the Interweaving BoK

Body of Knowledge

Interweaving - Framework

Saliency(the most important)


across boundaries)

Method WorkEm(ways of working)

ThinkEm(ways of thinking)

Start here!

Work Oriented

FUNdamentaStatements

FUNdamentaCriterion

Personal, Managerial and Professional Mastery!

Practices Work Products

Languages

Your ownBody of Knowledge

Forms Language

FUNdamanta Language

Knowledge Perspectives

Knowledge KindsKnowledge

Build your own!

5151

Forms languageThe core Interweaving language

BridgeSpecification-Realisation, Handoff, Masterplan, life cycle, Case file, …

StrandSupply chain, feedback, customer

journey, Backbone, ,…

SpaceMarket, Decision space, Work

space,…

5252

Interweave Thinking & Interweaving practice enables you to …

… uniquely untangle and simplify complications, complexities,

interlinkage, manifolds, variations volatility, and co-creation

…

… understand how “the change” fit into its future competitive

environment.

…

… unlock, realise, & optimise the Value of Togetherness!

5353

The dirty little capability secret….

“A Capability depends on underlying concepts.”

Can you talk about an “Innovation Capability” without first knowing what Innovation is? No!

If you know Innovation, then what to you need Innovation Capability reasoning for?

We will later explore this secret and its effect on decision making, and present solutions and fixes to avoid bad results.

5454

THANK YOUQuestions ?