RigourAndCreativity

Art requires rigour, science requires creativity

Posted Posted in Articles, Facilitation, Methodology, Service Redesign, Strategy, Transformation

I heard this quote the other day, but I didn’t catch who originally said it. Art requires rigour, science requires creativity The first point is that it’s contrary to the standard view. The second point is that both perspectives are valid and that there shouldn’t be that much of a difference. It then made me think of typical transformation programme roles and the relation between creativity and rigour. Most roles have a balance between the two, with that balance changing according to the standard role and, at times, according to the demands on that role. For instance, process analysts should generally follow a set of standards. Business Analysts have to be more creative, but still have methodologies to follow. Service Designers have less rigour methods, usually a composition of tools and techniques rather than the standardised methodologies of previous decades. […]

A Fabricated Example of Using OKRs with Archimate

Using Archimate to model OKRs for Business Motivation

Posted Posted in Articles, Methodology, Service Redesign, Strategy, Transformation

Following the theme of moulding different modelling languages, methodologies and toolsets together, I want to take a look at how to model OKRs in Archimate. Once again, I’m using Archi (or ArchimateTool) with the Archimate modelling language. OKRs do not cascade Just because the diagram depicts a hierarchy, doesn’t mean that the objectives cascade down the organisational hierarchy. Following the logic in OKRs don’t cascade, I’ve taken the approach of the depicting the hierarchy, rather than how that hierarchy is achieved. In the article, Felipe mentions that objectives should not be cascaded down the organisation. Instead, objectives and key results should be discussed and agreed at each level. The resulting picture is the same either way, but the content of the objectives and key results may be different depending on the route. Contributing Goals Depending on the level of the organisation, […]

Mint tea

Collaboration or Contract: A Decision of Flow

Posted Posted in Articles, Methodology, Transformation

Ask anyone who’s been involved in any significant implementation and they’ll have come across the waterfall approach. It typically leads to a contractual relationship between one team who are working on artefacts that are then handed over to a subsequent team. While the flaws of waterfall have been well-documented, this concept of contract versus collaboration extends to many areas of work. Example Let’s use a brief story as an analogy for the concepts of contract and collaboration. It’s an incredibly simple story, but even with the simplicity, we can see the complications that can arise from a contractual relationship. My wife and I walked into a coffee shop. I was left to order the drinks at the counter. So I’d asked what drink did she want. “Mint tea please” She orders a lot more hot drinks than I do, so […]

signature

Look at the Evidence – the Spike and Delay Pattern in Social Care

Posted Posted in Articles, Methodology, Problem Solving, Service Redesign, Transformation

A number of years ago, I was transforming a city’s social care directorate and, as part of that transformation, we aimed to reduce the time it took to do anything when interacting with the service. The transformation was based on a more fundamental need to free up workers to be able to do the work they were meant to do rather than having to fight the fires caused by delays and resulting failure demand. I instigated a methodical approach for identifying which cycles to focus on first. As the team progressed through the cycles, I noticed a pattern; it’s the spike of activity followed by a lengthy delay as discussed in a previous article. As we looked in particular at a few cycles of spike followed by a delay, I routinely advised the team to question the need for that common […]

Checkout Till

Finding a balance between the needs of the organisation and the needs of the customer

Posted Posted in Articles, Methodology, Service Redesign, Strategy

Some companies are immature in their approach to customer relationship management (CRM), but at the heart is a desire to get something for free. And that’s wrong. The scenario You look around a shop, you pick something up, take it to the checkout, wait in a queue. You notice that the queue is moving slowly, despite most customer only having a handful of items and then paying with credit card. Maybe the link to the credit card authoriser is a bit flakey today? It’s your turn at the checkout. Once the greeting and the small talk is out of the way, the dreaded question is delivered by the sales assistant “Can I have your email address please?” or some variant on that request for your email. This may be followed with “can I take your postcode?” or “do you already […]

Business Architecture and Service Design

How Might We Apply Service Design to the Enterprise?

Posted Posted in Articles, Methodology, Service Redesign, Strategy, Transformation

I simplistically take the view that Service Design is the concepts and methods of Design Thinking applied to making services work better for their customers. It’s a definition that works in the circles I most commonly move in, i.e. directors, programme directors, etc. It allows me to set the stage in which service design and design thinking both play. However on the same stage, we commonly find KPIs, OKRs, Business Architecture, etc. And the stage starts to look crowded very quickly. We also start to see people pulling in different directions, like someone has let a mouse loose in the chorus of an Italian opera. Operas and plays have directors, often many directors each responsible for their own domain, but with one artistic director responsible for the overall vision. Envisioning Now imagine what would the stage look like if the […]

The Washroom Principle - Revised

The Washroom Principle – The Easiest Way to Evaluate a Company

Posted Posted in Articles, Methodology, Strategy

There are plenty of methods for conducting due diligence, whether for partners, customers, suppliers or mergers. They’re lengthy and they’re expensive. There are times for adopting principles of formal Business Architecture, such as capability matching in M&A situations. But no matter what the deliverables indicate, there’s a useful and quick check to perform as a balance. I’d like to introduce the quickest method for evaluating a company. Check the state of the washrooms nearest the directors Check the state of the washrooms in the middle of the office, e.g. where developers work, where finance work, etc Compare the two and evaluate according to the 4 box model below The Simplified View The simple view consists of a 4-box model with two axis; vertical for the quality of the director/board/exec washrooms and horizontal for the quality of the employee washrooms. That […]

Capability Components

Pardon, which sector? – Xtech and Why I’m Fed Up with Tech part 3

Posted Posted in Articles, Methodology, Startups, Strategy, Transformation

I’ve written previously about the issues with xtech that arise from applying -tech to the end of a sector such as healthtech, fintech, etc. And I introduced (and revoked) the idea of a -value suffix. Earlier this week, a conversation earlier made me think more about this and I want to explore the concepts of Business Capability and Capability Components further. The entrepreneur mentioned that he was in the finance sector. On questioning further, the offer was a financial app for any sector. There’s a big difference and we can explore that difference in a matrix between capabilities and sectors. At first glance, that looks like a contender for the world’s least useful matrix. On second glance, I’d also probably agree with my first impression. Not only does every cell in the matrix have a tick in it (so there’s […]

Capability Vision 0_04

Using Archimate for Business Motivation Model and MSP – Part 6: Capabilities and Org Units

Posted Posted in Articles, Mentoring and Training, Methodology, Strategy, Transformation

Taking the model defined so far and introducing the concept of capability changes and the effect on the organisation units. Recap In the first article, I introduced the standards and the tools that are in scope of this series of articles. To recap, the chosen tools/standards/methods are: Archimate – The open source enterprise architecture modelling standard Archi – a tool for working with Archimate Managing Successful Programmes (MSP) Business Motivation Model (BMM) In the second article, I introduced how I’m handling benefits and goals. In the third article, I introduced the corporate element of the BMM. In the fourth article, I introduced the Blueprint element of MSP. In the fifth article, I introduced the whole diagram so far and the achieving different perspectives on that model In this article, I’m going to introduce a related model that includes how to […]

taco

The Taco of Business Architecture – What’s the Purpose of Business Architecture?

Posted Posted in Articles, Methodology, Service Redesign, Strategy, Transformation

As a profession, Business Architects are in danger of becoming defined by just one of the products that they create. Unfortunately, it reduces the value that the profession can provide to organisations and limits expectations of prospects and clients. What went wrong? Imagine a fine-dining chef who makes tacos once at the request of a favourite customer. The chef knows tacos will do the job, she knows they’re sustenance, she knows that there are better products and even advises the customer of what she can do instead. But the customer wants tacos, so she delivers. Other people like tacos as well. So she becomes known as a taco chef and the world is left short one fine-dining chef. Or rather, she’s no longer unavailable to provide the fine-dining experience since she’s now cooking tacos at the request of many customers. […]