CSS IMS Workshop Workbook - Neural Impactneuralimpact.ca/wp-content/uploads/2016/06/Cloud-Product... · Web viewHer key strength is facilitating and accelerating growth and change,

© Microsoft Corp 2016

e

Copyright © 2015 Neural Impact Inc. All rights reserved. This

EIPP Cloud Solution Product Management Strategy Workshop

Participant WorkbookPrepared for Microsoft by Neural Impact

AUTHOR: SHARKA CHOBOTNeural Impact Inc. | [email protected]: June, 2016

PREPARED BY: SHARKA CHOBOT © Microsoft Corp 2016

© Microsoft Corp 2016

Page | 2

Table of ContentsYOUR WORKSHOP OBJECTIVES................................................................................................3FORCES FOR AND AGAINST MOVING TO THE CLOUD..............................................................5YOUR CURRENT DEVELOPMENT PROCESS...............................................................................7TRADITIONAL VS LEAD DEVELOPMENT MODEL.......................................................................8INSERT YOUR COMPLETED EMOTIONAL MESSAGING FRAMEWORK (EMF) HERE......................9PROBLEM ANALYSIS - ROOT CAUSE.......................................................................................10SOLUTIONING BRAINSTRM....................................................................................................11CORE VERTICAL OPERATIONAL EFFICIENTCY AND DECISION MAKING MAP...........................12ACQUISITION, ENGAGMENT AND RETENTION........................................................................13UNIQUE INDUSTRY REQUIREMENTS & STRATEGIC DIFFERENTIATION...................................14EMPATHY MAP.......................................................................................................................15PERSONA DRIVEN – MVP DESIGN..........................................................................................1630 DAY EMPATHY OBSERVATION PLAN..................................................................................17DASHBOARD RAPID DESIGN..................................................................................................19REGULATORY & COMPLIANCE POSSIBILITIES:........................................................................20EXTERNAL VALUE ADD CONTENT:.........................................................................................20CLOUD OUT OF THE BOX PRODUCT......................................................................................21OUT OF THE BOX CLOUD VERTICAL SOLUTION.....................................................................21EXERCISE: CLOUD ADOPTION MATURITY CUSTOMER MAP....................................................22DAY 1 KEY TAKEAWAYS.........................................................................................................23STRATEGIC VERTICAL INDUSTRY SERVICES...........................................................................24SERVICE OFFERING PACKAGES..............................................................................................25 CLOUD INDUSTRY SOLUTION PACKAGES..............................................................................26OUR CLOUD INDUSTRY SOLUTION PACKAGES .....................................................................27PRICING MODELLING.............................................................................................................28DIFFEREINTIATION.................................................................................................................29COMPETITIVE MAP.................................................................................................................30TRUST PRODUCT FUNNEL......................................................................................................31ACTION PLANNING.................................................................................................................33DAY 2 KEY TAKEAWAYS.........................................................................................................34

Copyright © 2015 Neural Impact Inc. All rights reserved. This

PREPARED BY: SHARKA CHOBOT © Microsoft Corp 2016 Page | 3

Your Workshop Objectives

1. _______________________________________________________________________________________________________________

2. _______________________________________________________________________________________________________________

3. _______________________________________________________________________________________________________________


WWW.Neuralimpact.ca

P. 604-987-4275

[email protected]

FACILITATOR BIO

Sharka Chobot, for the past 25 years, has played a leading role in guiding and inspiring hundreds of individuals and companies to successfully realize their business goals. Sharka’s expertise lies in assisting business leaders to take their management capabilities and organizational results to the next level. Her key strength is facilitating and accelerating growth and change, leading to increased results.

Her remarkable career began when Sharka emerged as a technology ‘change maker’ in the 1980’s, as Vice President, Sales & Marketing and Director of Marketing with Stratford Software and Bedford Software Inc. launching the highly acclaimed Simply Accounting software to the world market. This success lead to the acquisition of the company by competitor Computer Associates.

Next in the early 1990’s, Sharka, expanded her expertise to become the Worldwide Director of Marketing for Toronto based ATI Technologies Inc. where she contributed to increasing revenues from 159 million to 232 million in only three years. ATI was the world’s leading video graphics board and chip manufacturer. Sharka remained with the company until a successful IPO in 1995. The company was later acquired by Advanced Micro Devices for $5.6 billion. One of Canada’s greatest success stories.

In the late 1990’s Sharka took on her greatest business challenge with Pivotal Corporation, skyrocketing the company from 12 employees and 0 revenue to 800 employees and 80 million in annual revenue in less than 5 years. During this time Sharka coined and launched a new software product category, called “Customer Relationship Management” or “CRM”. Industry analysts such as Gartner and Yankee Group quickly bought into her vision of this new category of software and the birth of CRM began, replacing SFA. At that time, Deloitte Touché, name Pivotal the 9 th fastest growing technology company in North America. Pivotal reached a valuation of over $100 per share after its successful IPO. Pivotal was the first back office enterprise applications to differential with a pure Microsoft platform and build upon Microsoft Exchange when first launched.

In 1999, Sharka was selected as one of the Top 40 business individuals in British Columbia; Canada by Business in Vancouver magazine; and, in 2000 was nominated one of the 20 Most Influential business women in British Columbia, Canada.

Sharka has a BBA degree in marketing and communication; an Executive MBA (Simon Fraser University); is a Certified Executive Coach (Royal Roads University); and has a Facilitator designation from Corporate Coach University in Texas.

Today, Sharka is passionate about and committed to using her significant talents to contribute to helping individuals and organizations increase and reach their maximum potential. Sharka spends her time facilitating strategy, leading change, coaching executives, and advising companies around the world. She is also an angel investor and sits on the board of directors and advisors of various technology companies. Sharka also served on the board of directors of the B.C. Technologies Industries Assoc. for 7 years.

Sharka is a Professor, Marketing & Behavioural Science at the University of British Columbia and Simon Fraser University where she teaches marketing, venture startups, entrepreneurship and organizational behavior. She has also been involved in leadership development work in South America.

Sharka founded Social Venture Partners an organization that provides funding to social enterprises and is a Board Member of the Elements Society which develops educational programs to increase conservation and sustainability. She has also published a research paper on the business case for technology companies in being socially responsible.

mailto:[email protected]

mailto:[email protected]

http://WWW.Neuralimpact.ca/

http://WWW.Neuralimpact.ca/


Forces for and Against Moving to the Cloud

Exercise: Identify each of the forces at play in your organization which are contributing towards moving to the cloud and those forces opposing moving to the cloud.

Rate each factor in terms of its strength (3) Significant (2) Moderate (1) Minor. Total the column.

Score FORCES FOR CHANGE FORCES AGAINST Score

New customers not wanting on premise.

Majority of existing clients on premise

Competitors launching cloud offerings



Your Current Development Process

Exercise: Map out the steps your organization takes to bring a product idea from concept to final product.


Traditional vs Lead Development Model

Requirements Design Implementation Testing Release +

Maintenance

Root causeAnalysis & Insights

Understand Persona + Problem

Build solutionBuild Minimal Viable Product

Test assumptions, PIVOT

Test & Pivot


Insert Your Completed Emotional Messaging Framework (EMF) Here

Market Forces & Industry Drivers

Impacts Why(Emotional

trigger Event)

Brocken Business Process,

Root Cause

MacroeconomicPrimary Theme: Returning to GrowthEmerging from recessionPrivate and public investment in industry & infrastructureDecreasing energy costsHigher offshore labour costs

Regulatory:Primary Theme: Increasing Regulatory OversightEPA changes: wastewater treatment, OSHA/Dept. of Labour – increasing workplace safety regulationsClean air, solvents and lubricants legislationSupply:

Primary Theme: Complex Supply ChainFluctuating raw materials costsSupply constraintsGlobalizationConsolidationCompetitive:

Primary Theme: Limited Differentiation (Product Parity)Heavy discountingCommoditization of non-specialized productsNew offshore entrantsNew product offerings

Customer:Primary Theme: Personalization & CustomizationConsumer driven product configurations Increasing demand for improved serviceIncreasing dealer expectationsDemand for on-site spare parts inventory

Macroeconomic:Opportunity to capitalize on growing demand from a number of industry sectors; mining, oil and gas and construction.New equipment sales increasing

Regulatory:Increasing regulatory oversight: environmental and employee safetyLabor costs increasingRe-engineering of machinery and manufacturing processes required to achieve green compliance (manufacturing and field service)Inspections/penalties/fines increasingCompliance and training costs increasing

Suppliers:Lower marginsHigher inventory levels (less working capital)Higher transportation costsLonger order lead timesQuality issues

Competitive:Lost bids emerging nations produce lower cost machinery due to lower labor costs, lower energy costs and limited regulatory oversight.Product parity: equipment looks and performs the same. Product development costs increasingCapital investment requirements increasingSales costs increasing

Customer:New product development investments requiredDealer management increasingly importantServices costs increasingLonger warranty periods

Growth/GreedM&ANew Product/Service OfferingNew Market Expansion

FearLow New Equipment Sales Lost CustomerCustomer does not RenewLow MarginsHigh Warranty ClaimsUnprofitable DealersExcessive Inventory (spares) Carrying Costs Critical Stock-OutLow Dealer TurnsOTD PenaltyCompetitors Introduced New OfferingKey Client Equipment Breakdown

RiskCompliance/Regulatory FineTechnology Failure

ControlBad DecisionNew Leadership

Inaccurate Bids/QuotesProduct Obsolescence Poor Field ServicePoor Warranty TrackingPlants Operating Over/UnderCapacityStock-outs/BackordersProduct Recalls (quality)Faulty Records Poor MaintenanceInsufficient Employee TrainingInadequate Sustainability Practices/GreenPoor Spare Parts ManagementComplex ConfigurationsOrder Entry IssuesNeed Extended Service OfferingsNeed Warranty Tracking for In/Out PartsNeed Better Product DesignPoor Dealer Mgmt. Weak In-House Quality ControlPoor Returns Management (RMA)Inefficient Order ManagementPoor Project Costing

Problem Analysis - Root Cause


Exercise: Choose the 3 most important emotional triggers from your messaging framework and identify the root causes.

Root Causes – Broken Business Processes

Compelling Industry Specific Emotional Triggers


Solutioning Brainstrm

Exercise: Identify possible solutions for each of the broken business processes.

Emotional Trigger Root Cause/Broken Business Process Solution


Core Vertical Operational Efficientcy and Decision Making Map

Exercise: Map each of the solutions from the previous exercise to the appropriate technological functionality.


Solution

Microsoft Dynamics AX

Supply chain & operations management Streamline purchasing, manufacturing, inventory, & sales order processing

Project managementDeliver work on time/on budget, billing & project monitoring

Human resources managementAttract and retain good employees with tools to help hire, manage, and pay the team.

Business intelligence. Rreporting, analysis, and business intelligence tools

Skype for Business

Online meetings,

messaging, calls and

video up to 250 people

POWERBI

Monitor important data across the organization & apps Embedded interactive

reports & real-time dashboardsAnalyze,

and visualize

dataShare reports online

Embedded visuals


Acquisition, Engagment and Retention

Exercise: Identify addition differentiation solutions leveraging other technology.

Solution

Unique Industry Requirements & Strategic Differentiation

Exercise: Identify addition differentiation solutions leveraging other technology.

Microsoft Dynamics CRMOL

MARKETINGMarketing resource management - planning, budgeting and tracking across all channels, email, digital, social, SMS, and traditional. Manage projects, digital assets, workflows, and approval processes Multichannel campaigns - engage customers with personalized, multichannel digital campaigns. Lead management, scoring and trigger nurture campaignsSocial Marketing, track share of voice across social channels, monitor global sentiment and brand Marketing intelligence, measure pipeline and revenue across marketing investmentsSales and marketing collaboration and sharing of data

SALES CAPABILITIESOpportunity managementSocial SellingSales planning, management and reporting Sales content collaboration and sharing Mobile sales activity management

SERVICEMulti channel customer supportCustomer portal - web or mobile self-service schedulingOptimized resource utilizationProject service capabilities and management of people, process and technology for on-time, on-budget engagementsService intelligence - trends, opportunities and insights into customer behavior & productivityCustomer knowledge

SOCIAL CAPABILITIESSocial Listening – analyze who is saying what on social media and in the news, 20 languagesSocial Intelligence and Analytics – source, positive or negative, influencers Social Engagement – pull and reply to tweets and blogs in a social centreSocial CRM - create leads or cases from social posts


Solution

Empathy Map

Exercise: What out what the Why customer persona hears, thinks and feels in his/her day

OFFICE 365 Enterprise

Word, Excel, PowerPoint, Outlook, Publisher, OneNote, Access

File storage and sharing with 1 TB storage per userBusiness class email, calendar, and contacts with a 50 GB inbox per user Unlimited online meetings, IM, and audio, HD video, and web conferencing. Intranet site for your teams with customizable security settings Corporate social network to help employees collaborate across departments and locations Professional digital storytelling tools to create interactive reports, presentationsWork management tools to bring together teams, tasks, files, and conversations Personalized search and discovery across Office 365 using the Office Graph Corporate video portal for uploading and sharing corporate videosMeeting broadcast on the Internet to up to 10,000 people, attend in a browser or on a device Enterprise management of apps with Group Policy, Telemetry, Shared Computer Activation Self-service Business Intelligence - analyze, and visualize data in Excel Compliance solutions to support Archiving, Auditing and eDiscovery,Information Protection including Rights Management and Data Loss PreventionPredictive Coding & Text Analytics Advanced security protect against malware & viruses Analytics tools for insightsPSTN conferencing to allow dialing in from a landline or mobile phoneCloud PBX for cloud-based call management

Azure SuiteInternet of Things

Analyze and visualize large quantities of operational data

Remote monitoring

Predictive Maintenance

Maching Learning

BizTalk Services

Out-of-the box, cloud to on-premises and line-of-business application integration for SAP, Oracle EBS, SQL Server, and

PeopleSoft

Media Player

Live video and audio streaming on demand, integrated content

delivery

Big Data

Analytics

Interactive data visualization

Cognitive Services Language Understanding Intelligent

ServiceTeach your apps to

understand user commands

Text Analytics API

Evaluate easy views and topics to understand what

users wantWeb Language Model

APIUse predictable language

models that are trained with data in webskala

Talk - Treat spoken language in your

applicationsSpeech API - Convert speech to

text and back again to understand user intent

Speaker Recognition API - Use voice to authenticate individual

speakers

SharepointStoring, organizing, sharing and opening of information on any

device


Persona Driven – MVP Design

Exercise: Identify the key pains of a line of business leader: i.e. VP Manufacturing, VP Supply Chain, President of a Division

Accelerate Growth Reduce

CostsReduce

RiskImprove Control

Critical

Low Necessity


30 Day Empathy Observation Plan

Make a list of potential customers who have you could visit on site, determine who you could sent and when you will schedule the visit.

Customer Who to Send When to Visit

INSIGHT PROCESS

OBSERVATION INSIGHT IDEA

PEOPLE THROW OUT RECYCLABLE ITEMS EVEN

WHEN RECYCLING OPTIONS ARE AVAILABLE

LANDFILLS “OUT OF SIGHT OUT OF MIND”. NO CONNECTION BETWEEN

GARBAGE AND ENVIRONMENT

CHANGING SIGNS FROM “GARBAGE” TO “LANDFILL”

PEOPLE SPEED EVEN WHEN THEY KNOW IT IS

DANGEROURS, BUT SLOW WHEN THEY ARE REMINDED

OR WATCHED

WE CAN INFLUENCE BEHAVIOUR BY WATCHING AND REMINDING

SPEEDS

ADD AUTOMATIC SIGNS NOTING REAL SPEEDS ALONG HIGHWAYS

MILK IS MOST COMMONLY PURCHASED ITEM

PEOPLE WILL ALMOST ALWAYS WALK TO WHERE YOU PUT THE

MILK

PUT AT BACK OF THE STORE TO MAXIMIZE DISPLAY OPPORTUNITIES



DASHBOARD RAPID DESIGN


Regulatory & Compliance Possibilities:

External Value Add Content:


Cloud Out of the Box Product

Identify a list of typical configuration, integration and customization work that customers are repeatedly purchasing. This will form your industry IP and be monetized in your product. (To do this thoughtfully and thoroughly will take a few months, but today we will just get started.)

Out of the Box Cloud Vertical Solution


Exercise: Cloud Adoption Maturity Customer Map

STAGE Customers in this Stage

Products/Services to Offer

Recurring

One Time

ExplorationProof of concept Quick winsLittle structureAlignmentCloud Strategy People Model Formalized Agreements

`ImplementationMajor MigrationsCloud Native WorkloadsFull Business Alignment

OptimizationCloud Operating Model Business Innovation from IT (rather than IT supporting the business, they are driving)Cost Optimization


Day 1 Key Takeaways

Capture the top learnings or ideas that you will take away from today’s session.

Key Learning/New Idea

1.

2.

3.


Strategic Vertical Industry Services

Preparation Services One Time

Business Impact Workshop ROI

Cloud Fit Gap

Hybrid Risk Assessment

Solution Strategy & Roadmap

Project Services One Time

Needs Analysis

System & Data Migration

System Integration

Configuration

Data Transformation

Scoping/Validation

Proactive Strategic Value Add Services One Time

Cloud Readiness

Cloud Transformatin Map

Annal Business Strategy Review

Bi-Annal Reporting Requirements Review

Managed Services Recurring

Application Managed Services (AMS)

Application Support

Training

Help Desk

Proactive Strategic Value Add Services Recurring

Business Process Optimization

Social Listening

Self Serve Training

Telemetry, Usage Monitoring

Benchmarking


Service Offering Packages

Y

Add On Speciality ISV or IP Products

Add On Value Recurring Monthly

ServicesOne Time A la CArte Products/Services


Cloud Industry Solution Packages

Out of the Box

Repeatable Industry Specific Dynamics AX

Configuration

Repeatable Industry Specific CRMOL

Vertically Focused PowerBI Intelligence

Industry Specific Social

Industry Optimized Office

Azure Differentiation IP

Differentiated Service Package

Out of the Box Vertical Solution

One time Risk Reducing Pre Purchase Service (amortized over time)

Minimal Fixed hours of industry configuration and

customization

Repeatable Software Integration (canibalized

service revenue)

Managed Servcie Bundle

Customized

Out of the Box Vertical Solution

Managed Services

Extensive Configuration

Extensive Customization

Recurring Value add Servcies



ServicesOne Time A la CArte Products/ServicesIntegration with Software

X

Data Cleansing, Migration

Price

Price

Price


Pricing Modelling



ServicesOne Time A la CArte Products/Services


Differeintiation

Our Differentiation:

AREA of DIFFEENTIATION

Competitor

Industry business knowledge & expertise (problems you have helped solve)Unique industry workflow and process knowledge

Team industry experience & expertise

Client industry clusters

Proof of success in the industry

IP we have developed



Competitive Map


Trust Product Funnel

Cross Sell

$10,000Business Impact Workshop

(ROI)

$30,000Cloud Scope Validation

(out of the box template)

$40,000 per Month Forever

Line of

Business Aps on

Azure


NOTES

Action Planning

EXERCISE: Based on today’s workshop, document your next steps/action items, task, responsibilities and target completion dates.

Action Item (What) Owner (Who) Completion Date

(When)Anticipated Impact or Benefit (Why)

33 | P a g e

Day 2 Key Takeaways

Capture the top learnings or ideas that you will take away from today’s session.

Key Learning/New Idea

1.

2.

3.

34 | P a g e

Documents

CSS IMS Workshop Workbook - Neural Impactneuralimpact.ca/wp-content/uploads/2016/06/Cloud-Product... · Web viewHer key strength is facilitating and accelerating growth and change,