No More Pet Projects

Editor's Notes

• #2: New - Dosis
• #4: New - Dosis
• #15: To understand that it’s not just delivery, it’s operations & evolution too: The focus needs to turn to DevOps, which is the practice of operations and development engineers participating together in the entire service lifecycle, from design through the development process to production support. DevOps is also characterised by operations staff making use many of the same techniques as developers for their systems work. Essentially, what DevOps hopes to bring is the understanding and practice that software isn’t done until it’s successfully delivered to a user and meets their expectations around availability, performance, and pace of change.
• #20: New - Dosis
• #21: There are no users on this diagram
• #22: Corporate – What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why? Competitors and partners – What they doing? And Why? Market Place – What’s the happening in the wider marketplace and within your specific industry? Also what’s are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product? All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
• #23: Corporate – What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why? Competitors and partners – What they doing? And Why? Market Place – What’s the happening in the wider marketplace and within your specific industry? Also what’s are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product? All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
• #24: Corporate – What internal data have you been collecting to understand your users - analytics tools, multi-variant testing, a/b testing, propensity for x-sell, upsell etc. What have they done. What do they like, what fell flat, why? Competitors and partners – What they doing? And Why? Market Place – What’s the happening in the wider marketplace and within your specific industry? Also what’s are the Political, Economic, Social, Technological, Legal and Environmental factors which need to be considered for any product? All of the above help to define the competitive landscape for your company which helps to visualise the opportunities available.
• #25: It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.[3] It assists firms in aligning their activities by illustrating potential trade-offs. Infrastructure Key Activities: The most important activities in executing a company's value proposition. An example for Bic would be creating an efficient supply chain to drive down costs. Key Resources: The resources that are necessary to create value for the customer. They are considered an asset to a company, which are needed in order to sustain and support the business. These resources could be human, financial, physical and intellectual. Partner Network: In order to optimize operations and reduce risks of a business model, organization usually cultivate buyer-supplier relationships so they can focus on their core activity. Complementary business alliances also can be considered through joint ventures, strategic alliances between competitors or non-competitors. Offering Value Propositions: The collection of products and services a business offers to meet the needs of its customers. According to Osterwalder, (2004), a company's value proposition is what distinguishes itself from its competitors. The value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. The value propositions may be: Quantitative- price and efficiency Qualitative- overall customer experience and outcome Customers Customer Segments: To build an effective business model, a company must identify which customers it tries to serve. Various sets of customers can be segmented based on the different needs and attributes to ensure appropriate implementation of corporate strategy meets the characteristics of selected group of clients. The different types of customer segments include: Mass Market: There is no specific segmentation for a company that follows the Mass Market element as the organization displays a wide view of potential clients. e.g. Car Niche Market: Customer segmentation based on specialized needs and characteristics of its clients. e.g. Rolex Segmented: A company applies additional segmentation within existing customer segment. In the segmented situation, the business may further distinguish its clients based on gender, age, and/or income. Diversify: A business serves multiple customer segments with different needs and characteristics. Multi-Sided Platform / Market: For a smooth day-to-day business operation, some companies will serve mutually dependent customer segment. A credit card company will provide services to credit card holders while simultaneously assisting merchants who accept those credit cards. Channels: A company can deliver its value proposition to its targeted customers through different channels. Effective channels will distribute a company’s value proposition in ways that are fast, efficient and cost effective. An organization can reach its clients either through its own channels (store front), partner channels (major distributors), or a combination of both. Customer Relationships: To ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. Various forms of customer relationships include: Personal Assistance: Assistance in a form of employee-customer interaction. Such assistance is performed either during sales, after sales, and/or both. Dedicated Personal Assistance: The most intimate and hands on personal assistance where a sales representative is assigned to handle all the needs and questions of a special set of clients. Self Service: The type of relationship that translates from the indirect interaction between the company and the clients. Here, an organization provides the tools needed for the customers to serve themselves easily and effectively. Automated Services: A system similar to self-service but more personalized as it has the ability to identify individual customers and his/her preferences. An example of this would be Amazon.com making book suggestion based on the characteristics of the previous book purchased. Communities: Creating a community allows for a direct interaction among different clients and the company. The community platform produces a scenario where knowledge can be shared and problems are solved between different clients. Co-creation: A personal relationship is created through the customer’s direct input in the final outcome of the company’s products/services. Finances Cost Structure: This describes the most important monetary consequences while operating under different business models. A company's DOC. Classes of Business Structures: Cost-Driven - This business model focuses on minimizing all costs and having no frills. e.g. SouthWest Value-Driven - Less concerned with cost, this business model focuses on creating value for their products and services. e.g. Louis Vuitton, Rolex Characteristics of Cost Structures: Fixed Costs - Costs are unchanged across different applications. e.g. salary, rent Variable Costs - These costs vary depending on the amount of production of goods or services. e.g. music festivals Economies of Scale - Costs go down as the amount of good are ordered or produced. Economies of Scope - Costs go down due to incorporating other businesses which have a direct relation to the original product. Revenue Streams: The way a company makes income from each customer segment. Several ways to generate a revenue stream: Asset Sale - (the most common type) Selling ownership rights to a physical good. e.g. Wal-Mart Usage Fee - Money generated from the use of a particular service e.g. UPS Subscription Fees - Revenue generated by selling a continuous service. e.g. Netflix Lending/Leasing/Renting - Giving exclusive right to an asset for a particular period of time. e.g. Leasing a Car Licensing - Revenue generated from charging for the use of a protected intellectual property. Brokerage Fees - Revenue generated from an intermediate service between 2 parties. e.g. Broker selling a house for commission Advertising - Revenue generated from charging fees for product advertising.
• #27: New - Dosis
• #28: Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
• #29: Four Stage Mission Board Formation Brainstorming of ideas – a skeleton outline of a number of visions, missions, strategies, and sporadic tactics Refinement - Missions, Objectives, Strategies, Tactics are refined and clarified. (Board likely to be ‘too busy’ at this point) Reflection – Vision condensed and agreed, usually to 1 statement (and 3-4 missions, 3-6 strategies per mission, 'n' number of tactics per strategy). Links formed between layers Reality – Benefits and effort to complete Tactics estimated. Identify how many can be completed within an agreed period (usually 12 months). It is important that business change activities and tactics are identified and estimated, not just IT delivery effort
• #30: Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
• #31: Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
• #32: Beliefs - What we stand for. Why we exist and why the world needs another ‘X’. Values - How we portray our beliefs to the outside world. Destiny - Where our values will take us. Vision - A physical description of what the future will look like. Reference - Simon Sinek (2009, Start with Why) suggests that the most successful organizations use the “golden circles” in their planning. The inner and most important circle is “Why?” – this is the vision and mission of your board and the inspiration for your work. The second circle is “How?” and the third is “What?” These last two circles describe the operational, day to day aspects of the board’s work. As Sinek asserts, “The Golden Circle provides compelling evidence of how much more we can achieve if we remind ourselves to start everything we do by first asking why.” Mission - A series of operations, using people and resources, to affect a change to the current scenario. Objectives - Metrics that provide a definition of success in a given area. Strategies - Areas to focus on in order to achieve one or more objectives. Tactics – The specific changes = projects Projects – A top level wrapper for a piece of work to deliver change. Comprised of: Themes - A group of changes that map to a common outcome Epics - Large pieces of work that have multiple functionality but a shared business benefit Stories - A smaller self contained feature change that benefits a particular user. Different types – Spike / Bug / Tech Debt
• #43: Removes significant blockers to future value
• #44: New - Dosis