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Meet: Clarification
around Proposed Structure
CLIENT X We love to make
SOLUTIONS
Suggestions:Once scope and broad view questions have been established some Strategic Imperitives are suggested.Results from a survey of 60 students relating to this project have been included at the end.
STRATEGYXImmediate
questions to frame today
DISCUSSION/CONCERNSAfter reflection, some immediate questions frame current state and form todays agenda
PEOPLEUnification of platforms and solutions
requires unification of people in gatekeeper roles
SCOPEWhat is the broad level view of the
position of this project? How large could it be?
LEGISLATIONOne of the defining barriers to progress is the legislation around Governance. What
is the scope of this ?
BUDGETIs this project currently ‘blue sky?’? Is
there an initial budget in play? Is there a timeline to trigger next steps? If so, what
are they? TECHNOLOGY
There are numerous options to consider, some of which are emerging. What tech is proposed as best in show/fit for purpose?
StrategyIt is strongly suggested that Strategy is considered a “Green Light” necessity. Defining a project
from a Strategic Perspective is a Critical Success Factor
How? And what?
Alignment is a key element of Strategic effectiveness. Digital
Strategy and Enterprise Strategy cannot be considered in isolation, an effective Strategy considers every
requirement. Isolation of need requirements from broadcasted
Strategy should be carefully considered.
To assist, a benchmark set of Strategic Imperatives is suggested for discussion – a project of this potential scope ideally starts with a common understanding of Strategy. Effective Strategy is then advocated depth and breadth across any medium available:
• BETTER before CHEAPER• DESIGN and UX before EXPOSED INFORMATION• OPEN SOURCE MODULAR before OFF THE SHELF• SIMPLICITY before COMPLEXITY• SHARED VALUES before SELF INTEREST• AGILITY before BUREAUCRACY• EFFECTIVENESS before EFFICIENCY• Permission to fail……but not regularly, and with the intent to evaluate, make right and
learn.
SOLUTIONS
All of the following suggestions assume a pragmatic, graduated approach
1. PEOPLE:Align Values through work shopping and deep trainingUtilize an initial “Mergers and Acquisitions” methodology. In context this idea assumes forming easy partnerships – not corporate buy outs2. SCOPE:Identify lowest hanging fruit options to create building blocks of success3. LEGISLATION:No immediate solutions beyond that of scope. We are seeking clarification around this concern today4. BUDGET:Is there any budget available to engage 3rd Party preliminary research assistance? 5. TECHNOLOGY:Tech 5.1: What will NZ look like in 15 years?Tech 5.2: Is there a “green light” date? Project timeframe? Should we ‘strawman’ one?Tech 5.3: Emerging Tech should be identified and evaluated: potential CSF’s. While not a critical decision at this juncture discussion may inform next stepsTech 5.4: Centralized agencies operating Open Source code should be evaluated. This may be a CSF
Student Survey
83%
95%
5%
88%
MetricsDesign: Important yes?
Good UX: Yes?
Ideal navigation: Simple yes?
Google: most used yes?
HI!I’m a Millennial
I am the most studied, and perhaps most misunderstood,
generation of all time. The buttons below do not define me:
STUDENT SURVEYA very preliminary, surface only, survey was conducted across 60 students on Monday 16th May
Approximatly 60 students at Victoria University were surveyed. Almost all were first years, and would be generationally defined as “Final Millenials.”
All students are enrolled as BCOM majors and represented majority New Zealanders with a small portion of overseas students. The margin of error should be considered large.
4 questions were asked for which a show of hands were counted, a simple A/B Analytic was applied.
Sometimes we “ship, not ship perfect.”
NEXT STEPS?How do we move forward?
Seeking feedback on continued involvement:
If too early in the conception of the project, or identified through discussion, then a discussion around next steps
can be shelved until required.
Next steps are only mentioned as a brief discussion in regards to context moving forward.
Is our contribution helping?01
02
03
04
Is there anything additional that we can all do to assist in contributing to greater impact?
What are some roles that we might consider to take away, adopt, and bring forward that utilizes individuals strengths to maximize benefit and minimize potential time loss?
If this process is to continue, what tweaks can we make to the process to improve engagement?
nz.linkedin.com/in/clintondenheyer
clinton den heyer
(neither Hal nor a millennial)
