Post on 22-Jan-2018
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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
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Anders W. TellCEO and Master InterweaverWorkEm Toolsmiths
A Stockholm, Milano based consulting and toolbuilder firm
anders.w.tell@workem.com
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Digital Transformation
Interweaving
The Agenda for today
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INTERWEAVINGUnlocking, Realising, & Optimising
the value of Togetherness
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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
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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?
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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, …
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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
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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.
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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 CanvasInterweaving and the Form Language
Feedback& LearningLoop
Journey
Strand
Bridge
Intereaved
Talking PointsTopicsInterweave
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A walkthrough of the themes …
• to get the taste of talking points that are typically found and explored in workshops.
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EnvironmentTALKING POINT
…
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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• …
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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
EnablersTALKING POINT
Digital,Technology
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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
• …
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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
StrategyTALKING POINT
…
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StrategyNot only a plan
• Shorter cycles• Hypothesis testing• Experimentation• …
+ aspects from other talking points
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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
Business ModelTALKING POINT
…
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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
• …
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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
InnovationTALKING POINT
…
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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• …
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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
TransformationTALKING POINT
…
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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• …
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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
ManagmentTALKING POINT
…
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ManagementThe (governance and) management system
• Management for hire• Big data• Social organizations
• Circles• X,Y,Z Generations• Massive Transformative Purpose• Objective Key Results• …
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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
OperationsTALKING POINT
…
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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.
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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
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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
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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
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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)
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Digital Transformation Talking Point CanvasAwareness and Insights gained by Interweaving, all together
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
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
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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
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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.
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INTERWEAVING is a ...Human centric, Work oriented and Instrumental practice,
for Work people do with others across boundaries.
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INTERWEAVING is a ...
Human centric, Work oriented and
Instrumental practice
… for Work people do with others across
boundaries
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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!
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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.
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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
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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
Copyright © 2009-2017, WorkEm Toolsmiths, Anders W. Tell, All Rights Reserved
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
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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
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Interweaving Delivers Change and BenefitsStarts by asking 2 questions …
Interweaving - The Essence and Benefit Ladder
Essence and Benefits
deliverSaliency
(the most important)
Interweave(how people and things fit, act, and evolve together
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
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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
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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
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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!
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Interweaving supports your Journey
Design
StrategyInnovationIntegration
Personal Mastery Knowledge
Startup
Executive,Manager
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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
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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?
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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
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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)
Interweave(how people and things fit, act, and evolve together
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!
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Forms languageThe core Interweaving language
BridgeSpecification-Realisation, Handoff, Masterplan, life cycle, Case file, …
StrandSupply chain, feedback, customer
journey, Backbone, ,…
SpaceMarket, Decision space, Work
space,…
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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!
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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.
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THANK YOUQuestions ?