Success Secrets for Real World Digital Transformations: Optimizing Business Processes to Deliver Value
- 1. DeliversSM by Haser Consulting Success Secrets for Real World Digital Transformations Optimizing Business Processes to Deliver Value
- 2. DeliversSM by Haser ConsultingDigital Transformation DIGITAL :of, relating to, or using calculation by numerical methods or by discrete units Merriam-Webster TRANSFORMATION :a complete change in the appearance or character of something or someone, especially so that that thing or person is improved Cambridge Dictionary
- 3. DeliversSM by Haser Consulting Most Digital Transformations Fail THREATENS EXISTENCE ON BUDGET DELIVERS VALUE IT PROJECT SUCCESSFUL MEETS DIGITAL EXPECTATIONS 83% 55% 44% 45% 5% 17% 45% 56% 55% 95% Success Failure Source: Studies by Bain, IBM, McKinsey, PMI, 4PM & Calleam
- 4. DeliversSM by Haser ConsultingSetup for Failure • Project not linked to key corporate objective • Transformation project treated as a technology project • Lack of buy in from key stakeholders • Key roles not filled by key people • Processes design not considered crucial • Change management shortchanged
- 5. DeliversSM by Haser Consulting Preparing for Success The Prerequisites
- 6. DeliversSM by Haser Consulting Pick the right projects Select the right methodology Staff with the right team Manage projects holistically Use KPI’s to measure and drive results Project / Product Delivery Excellence Prerequisites Solution Implementation
- 7. DeliversSM by Haser Consulting People are the Key An engaged sponsor Selecting the right team Aligning the organization Provisioning the partners “A” team
- 8. DeliversSM by Haser Consulting Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck James Grenning Robert C. Martin Mike Beedle Jim Highsmith Steve Mellor Arie van Bennekum Andrew Hunt Ken Schwaber Alistair Cockburn Ron Jeffries Jeff Sutherland Ward Cunningham Jon Kern Dave Thomas Martin Fowler Brian Marick Prerequisites
- 9. DeliversSM by Haser Consulting Staff with the Right Team • Understand the key roles • Ensure each key role staffed with a competent person • Do not delegate key decisions to partners • Plan to develop missing capabilities Prerequisites
- 10. DeliversSM by Haser Consulting Process Design Foundations
- 11. DeliversSM by Haser Consulting Manage the Project Holistically Solution Implementation Approach must cover all three phases • Process Design • Change Management • Technology Delivery Foundations
- 12. DeliversSM by Haser Consulting Why Process Matters WORK HOW PEOPLE DO THEIR JOBS INTERACTION WITH CUSTOMERS AND SUPPLIERS DATA CAPTURE, COLLECTION, & CATEGORIZATION Foundations
- 13. DeliversSM by Haser Consulting A Different Way to View Business Models: The Machine that Changed the World Foundations
- 14. DeliversSM by Haser Consulting Toyota – 14 Key Principles (Paraphrased) 1. Right decisions for the long term, even at expense of short term 2. Bring problems to the surface 3. Use a “pull” system 4. Level out workload 5. Culture that fixes problems 6. Standardization as foundation of improvement 7. Visual Controls 8. Technology pulled in to use, not pushed 9. Leaders as teachers 10. Develop exceptional people who follow company philosophy 11. Respect the entire ecosystem 12. See for yourself 13. Make decisions as a team 14. Be a learning organization Make Waste Visible: Work in teams to eliminate Waste Foundations
- 15. DeliversSM by Haser Consulting Scientific Thinking 6 Principles • Extraordinary evidence • Falsifiability • Occam’s Razor – Simpler explanation more likely true • Replicability • Ruling out Rival Hypotheses • Correlation versus Causation Practical Application • Hypothesize an outcome • Design a simple test • Measure Results • Confirm / Refute Outcome • Capture learnings Foundations
- 16. DeliversSM by Haser Consulting Process Design Tools
- 17. DeliversSM by Haser Consulting Process Design Approaches / Tools Thinking Design Thinking Mapping Journey Mapping Lean Lean Process Design Tools
- 18. DeliversSM by Haser Consulting 1. Identify Value 2. Map the Flow 3. Build Protype 4. Observe Results 5. Seek Perfection Lean Design Principles Continuous Improvement Cycle Identify Plan Execute Review Tools
- 19. DeliversSM by Haser Consulting Lean Approaches X xx Something not optimal Do we understand what it should be How close are we to ideal Categorize the Problem System Pathway Connection Activity Problem Description Root Cause Expected Outcome Actual Outcome Learning S P C A S P C A Concept Prototype Validate Internally Test Externally Learn from Results Iterate Tools
- 20. DeliversSM by Haser Consulting Customer Journey Mapping Agile Preparation • Mockup/wire frame (Story Mapping) • User Story Sizing • Refine User Stories • Plan and Sequence Releases of User Stories (Determine Cadence) • Create Initial Task Board Design Thinking Design Thinking Agile Preparation • Vision Boards • Existing Business Process Flows • New Business Process Flows • Visual Timeline • UI Design Wireframes • Initial Backlog Tools
- 21. DeliversSM by Haser Consulting User Story Mapping (Vision Board/Wireframes) time Below each larger functional story are the sub-stories (backlog) that make it up Tools
- 22. DeliversSM by Haser Consulting Design Thinking Process Empathize Define Ideate Prototype Test • Interviews • Shadowing • Seek to understand • Non-judgmental • Personas • Role objectives • Decisions • Challenges • Pain Points • Share ideas • All ideas worthy • Diverge / converge • “Yes and” thinking • Prioritize • Mockups • Storyboards • Keep in simple • Fail fast • Iterate quickly • Understand impediments • What works? • Role play • Iterate quickly • Capture learnings From Stanford d.school Tools
- 23. DeliversSM by Haser Consulting Process Design Application Practical Approach
- 24. DeliversSM by Haser Consulting Observation – Genchi Genbutsu • Go to the source • Observe for yourself • Validate data • Act on only verified data ? How are tools being used? ? Where are work arounds in place? ? Who does what? ? What causes pain / frustration? ? What data is used, collected, shared, and ignored? Practice
- 25. DeliversSM by Haser Consulting Map the “As Is” • SIPOC • Suppliers • Input • Process • Output • Customers • Unaddressed customer value • Value added • Necessary but non-value added • Waste / Pain Points • Knowing how things work now, allows understanding what will change Practice
- 26. DeliversSM by Haser Consulting Ideate • What is required to eliminate waste? • What can be automated? • How do new tools change the equation? • What outcomes do you expect? • How will you test your solution hypotheses? • Create the “To Be” process maps • Group and prioritize the potential solutions Practice
- 27. DeliversSM by Haser Consulting Proceed Incrementally Product Backlog Sprint Planning Sprint Backlog Sprint Execution Daily Scrum Sprint Review Sprint Retrospective Potentially Deployable Solution VALIDATION CHANGE MANAGEMENT Practice
- 28. DeliversSM by Haser Consulting Testing And Learning • Hypothesize Outcomes • Simplest Test Possible • Measure Actual Outcomes Validation • Future tracking • New Hypothesis Failure • Actual Outcomes • Learning Hypothesis Feedback is what drives improvement Practice
- 29. DeliversSM by Haser Consulting Required Team Skills • Process Facilitator / Sensei • Process Experts – People who know the current processes • Tool Experts – People who know what the tools can and cannot do • Ecosystem Experts – People who understand others in the ecosystem • Customers • Suppliers • Partners • Diversity is a plus Practice
- 30. DeliversSM by Haser Consulting Tying Processes into Successful Transformation Value Realization
- 31. DeliversSM by Haser Consulting Holistic Approach Solution Implementation Value
- 32. DeliversSM by Haser Consulting Obtaining the Results • Value driven by changing behaviors • Structure control plans to measure adoption • Use KPI’s progress to target to identify post launch issues • Process owners must own KPI tracking • New measures tracked until new behavior ingrained Value
- 33. DeliversSM by Haser Consulting Questions Contact Information billhaser@outlook.com v-bhaser@pointb.com +1 847 615 1751 linkedin.com/in/bill-haser @billhaser live:billhaser