EDGE: Value-Driven Digital Transformation

One of the tasks you need to complete is to determine a strategy for your key technology assets or asset classes. This analysis includes three components, shown in Figure 2-6: (1) determining the asset classes’ impact on Lean Value Tree (LVT) goals, (2) speculating on the rate of change of this area of the business, and (3) determining the current

Compliance interactions have very little trust. Therefore, both parties try to protect themselves from “fault” by having a detailed agreement (in many cases, a contract) and following that agreement even when they know it won’t produce the desired outcome.

As we make the jump to the Fourth Industrial Revolution driven by the technology, we have to change how we work together. Creativity and innovation needed are more likely to bubble up than to bubble down. Diverse customer needs and diverse technology components require equally diverse teams, at every level of your organization, who can collaborate,

As George Westerman, principal research scientist with the MIT Sloan Initiative on the Digital Economy, says, “When digital transformation is done right, it’s like a caterpillar turning into a butterfly, but when done wrong, all you have is a really fast caterpillar.”

Can your organization adapt fast enough? This is a fundamental question today, for every organization, every enterprise. But it’s not enough to have agile delivery teams or continuous delivery: To be “fast enough,” your enterprise must have a responsive technology platform, an experimental and learning culture, and an executive team dedicated to fi

A goal describes how the organization intends to realize the vision. Goals are relatively stable views of the high-level business strategy and are expressed in terms of desired outcomes,

the technology transition has been moving from cost and efficiency to speed and adaptability (of course, customer value is everyone’s primary fitness function). This transition is illustrated by an article and a book published 10 years apart. In 2003, Nicholas Carr wrote a controversial article in the Harvard Business Review titled “IT Doesn’t Matt

Thin slicing starts with understanding the end-to-end customer journey, defining clear customer goals, mapping outcomes or features at each step in the journey, and then relatively prioritizing thin slices that can be released to the customer for validation and feedback. This creates the “build, measure, learn” loop in agile delivery. During the fi

An initiative describes what to build to prove out a bet. Initiatives typically take the form of a series of smaller hypotheses (or experiments) that have a clear measure of success,

The most profound of these is the change in focus from internal return on investment (ROI) to external customer value, which is fundamentally a change in perspective and your gut-level basis of decision making.