Implementation Canvas - Reduce Risk http:\\ennova.ca

1,923 views
1,787 views

Published on

How to reduce risk and optimize rewards in business model change

Published in: Business, Technology
2 Comments
7 Likes
Statistics
Notes
  • You're welcome. I'll be sharing more tools about this once I get the forum up and running
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Thank you for sharing this tool with the BMI Hub members... Definitely very useful. I will try to apply it in some class projects with my students and keep you posted about the results... Greetings from Mexico, Daniel (daniel@paradygnamics.com)
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total views
1,923
On SlideShare
0
From Embeds
0
Number of Embeds
18
Actions
Shares
0
Downloads
108
Comments
2
Likes
7
Embeds 0
No embeds

No notes for slide

Implementation Canvas - Reduce Risk http:\\ennova.ca

  1. 1. Implementation Canvas<br />A platform for developing risk-reduced implementation plans<br />
  2. 2. Hi, I’m Digit<br />
  3. 3. Today, I’m here to talk to you about. . .<br />Business Change<br />Implementation<br />
  4. 4. This presentation is about using a common platform to design and manage the implementation of a business change.<br />
  5. 5. Let’s start with. . .<br />“What is an Implementation Canvas?”<br />
  6. 6. The Implementation canvas is a visualization tool that helps teams design and manage change projects to reduce the costs associated with failure, while increasing the rewards and likelihood of success.<br />
  7. 7. By using a common platform to describe the implementation of a business changewe can . . .<br />. . . have a common language to describe our projects.<br />
  8. 8. . . . make better decisions about the fit of a change to our overall strategy.<br />By using a common platform to describe the implementation of a business changewe can . . .<br />
  9. 9. . . . increase the speed of our change projects.<br />By using a common platform to describe the implementation of a business changewe can . . .<br />
  10. 10. . . . reduce the risks associated with their implementation.<br />By using a common platform to describe the implementation of a business changewe can . . .<br />
  11. 11. By using a common platform to describe the implementation of a business changewe can . . .<br />. . . and don’t forget, we can increase the rewards too.<br />
  12. 12. . . . use it manage a portfolio of business changes faster and more effectively.<br />By using a common platform to describe the implementation of a business changewe can . . .<br />
  13. 13. Okay, we&apos;re convinced. <br />A common platform to describe business change implementation would be great. <br />But what is this platform? <br />
  14. 14. Scale – (Why)<br />The implementation canvas starts with the scale of the project. Why it’s necessary.<br />
  15. 15. Scale – (Why)<br />Organization (How)<br />Next, it describes how the project is organized and managed.<br />
  16. 16. Scale – (Why)<br />Activities<br />(What)<br />Organization (How)<br />That’s it, only 3 categories?<br />Finally, it describes the activities that are required for success.<br />
  17. 17. Scale – (Why)<br />Activities<br />(What)<br />Organization (How)<br />There’s more. <br />Nine factors define the key relationships between these three areas.<br />
  18. 18. Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />Organization (How)<br />First, what is the scope of the project? How much of the business does it impact and what are you trying to achieve?<br />Makes sense. <br />What is this project about?<br />
  19. 19. Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />Organization (How)<br />2. Risks<br />Strategic<br />Operations<br />Project<br />Second, based on the scope of the project what are the risks to the:<br /><ul><li>host entity (strategic),
  20. 20. the business model (operations)
  21. 21. and the project itself?</li></li></ul><li>Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />Organization (How)<br />2. Risks<br />3. Rewards<br />Financial<br />Customer<br />Process<br />Learning<br />Third, what rewards are you expecting the project to deliver?<br />
  22. 22. Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />Organization (How)<br />3. Rewards<br />2. Risks<br />4. Structure<br />Four, how will the project be funded, structured and protected from negative influences?<br />
  23. 23. Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />Organization (How)<br />3. Rewards<br />2. Risks<br />4. Structure<br />5. Team<br />Five, who will become the diverse, creative, energetic evangelists that make up the team? <br />Oh! Oh! <br />Can I join?<br />
  24. 24. Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />Organization (How)<br />3. Rewards<br />2. Risks<br />4. Structure<br />5. Team<br />6. Process<br />Six, how will the tension between maintaining speed and momentum versus failing the project when it doesn’t achieve success hurdles be managed?<br />
  25. 25. Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />Organization (How)<br />3. Rewards<br />2. Risks<br />4. Structure<br />5. Team<br />7. Uncertainties<br />6. Process<br />Seven, what are the critical uncertainties stemming from the risks and rewards that need to be resolved to ensure project success?<br />
  26. 26. Scale – (Why)<br />Activities<br />(What)<br />1. Scope<br />8. Actions<br />Organization (How)<br />3. Rewards<br />2. Risks<br />4. Structure<br />5. Team<br />7. Uncertainties<br />6. Process<br />Eight , what rapid low-cost experiments, prototypes, learning etc. are run to reduce the prioritized uncertainties to known quantities?<br />
  27. 27. Scale – (Why)<br />Activities<br />(What)<br />9. Costs<br />1. Scope<br />8. Actions<br />Organization (How)<br />3. Rewards<br />2. Risks<br />4. Structure<br />5. Team<br />7. Uncertainties<br />6. Process<br />Great. Can you show us an example?<br />Nine, what are the costs associated with the actions, and of failure? <br />
  28. 28. Sure, but before we talk about that, take a moment to review the implementation canvas. <br />
  29. 29. I’m sure you know Apple and the iPod. . <br />And Sony and their MP3 player.<br />Yeah, except Apple launched the iTunes Store and Sony just launched with the player.<br />I wonder why?<br />
  30. 30. It could be as simple as Sony didn’t think about it.<br />But let’s use the canvas to see why else they might have done what they did.<br />Okay<br />
  31. 31. In 2003, Sony was a large music label company suffering from pirating.<br />An e-based distribution network represents a significant departure from how they normally do business.<br /><ul><li>Significant distribution changerequiring new e-commerce skills
  32. 32. New business model requiring new e-commerce skills</li></ul>It’s an entirely new business platform for Apple too.<br />
  33. 33. Sony might see mixed rewards as an e-store platform could simply cannibalize their existing sales.<br />However, it might slow pirating and add additional sales from new customers<br /><ul><li>Significant distribution changerequiring new e-commerce skills
  34. 34. New business model requiring new e-commerce skills
  35. 35. Sony e-store sales cannibalize existing sales
  36. 36. Could slow pirating
  37. 37. Medium reward </li></ul>All sales incremental<br />High reward<br />For Apple, all sales would be incremental.<br />
  38. 38. Sony opening an e-store would likely cause a revolt in existing channels.<br />Divisions responsible for channel sales would push back.<br />“Why are we hurting our partners?” <br /><ul><li>Significant distribution changerequiring new e-commerce skills
  39. 39. New business model requiring new e-commerce skills
  40. 40. Distributors revolt
  41. 41. Company resists
  42. 42. High Risk
  43. 43. Sony e-store sales cannibalize existing sales
  44. 44. Could slow pirating
  45. 45. Medium reward
  46. 46. No conflict with company
  47. 47. Low risk</li></ul>All sales incremental<br />High reward<br />For Apple, the new business model has no such conflict with channels or the organization.<br />
  48. 48. The both face similar risks in access to music.<br />Will the music labels sell through them?<br />Sony has its own music. But the other labels are competitors.<br />However, sales are down so everyone needs sales.<br /><ul><li>Significant distribution changerequiring new e-commerce skills
  49. 49. New business model requiring new e-commerce skills
  50. 50. Distributors revolt
  51. 51. Company resists
  52. 52. High Risk
  53. 53. Sony e-store sales cannibalize existing sales
  54. 54. Could slow pirating
  55. 55. Medium reward
  56. 56. No conflict with company
  57. 57. Low risk</li></ul>All sales incremental<br />High reward<br /><ul><li>Music label companies won’t sell through them
  58. 58. High Risk</li></ul>Let’s call it a wash and say high risk<br />
  59. 59. To respond to these risks Sony would need to create strong separation between the existing organization and the project to protect it.<br />This will drive up cost of implementation.<br /><ul><li>Significant distribution changerequiring new e-commerce skills
  60. 60. Separation increases costs
  61. 61. New business model requiring new e-commerce skills
  62. 62. No extraordinary costs
  63. 63. Distributors revolt
  64. 64. Company resists
  65. 65. High Risk
  66. 66. Requires separation from organization to protect it
  67. 67. Sony e-store sales cannibalize existing sales
  68. 68. Could slow pirating
  69. 69. Medium reward
  70. 70. Uses normal innovation structures and team
  71. 71. No conflict with company
  72. 72. Low risk</li></ul>All sales incremental<br />High reward<br /><ul><li>Music label companies won’t sell through them
  73. 73. High Risk</li></ul>Apple can structure as a normal project with normal costs.<br />
  74. 74. <ul><li>Significant distribution changerequiring new e-commerce skills
  75. 75. Separation increases costs
  76. 76. New business model requiring new e-commerce skills
  77. 77. No extraordinary costs
  78. 78. Distributors revolt
  79. 79. Company resists
  80. 80. High Risk
  81. 81. Requires separation from organization to protect it
  82. 82. Sony e-store sales cannibalize existing sales
  83. 83. Could slow pirating
  84. 84. Medium reward </li></ul>Finally, they would both face the critical uncertainty of will consumers buy through this new channel?<br /><ul><li>Uses normal innovation structures and team
  85. 85. No conflict with company
  86. 86. Low risk
  87. 87. Will consumers buy through a new e-platform</li></ul>All sales incremental<br />High reward<br /><ul><li>Music label companies won’t sell through them
  88. 88. High Risk</li></li></ul><li><ul><li>Significant distribution changerequiring new e-commerce skills
  89. 89. Separation increases costs
  90. 90. New business model requiring new e-commerce skills
  91. 91. No extraordinary costs
  92. 92. Distributors revolt
  93. 93. Company resists
  94. 94. High Risk
  95. 95. Requires separation from organization to protect it
  96. 96. Sony e-store sales cannibalize existing sales
  97. 97. Could slow pirating
  98. 98. Medium reward
  99. 99. Uses normal innovation structures and team</li></ul>So now let’s compare the implementation profiles of Sony and Apple.<br /><ul><li>No conflict with company
  100. 100. Low risk
  101. 101. Will consumers buy through a new e-platform</li></ul>All sales incremental<br />High reward<br /><ul><li>Music label companies won’t sell through them
  102. 102. High Risk</li></li></ul><li><ul><li>Distribution revolt
  103. 103. No access to music labels</li></ul>It’s no wonder Sony just launched the player by itself.<br />It’s risk/reward profile was far worse than Apple.<br />More risks items for an inferior gain.<br /><ul><li>Few incremental sales
  104. 104. Company pushes back
  105. 105. Consumers won’t buy
  106. 106. No access to music labels
  107. 107. Consumers won’t buy
  108. 108. All sales incremental</li></li></ul><li>It’s not enough to have a great idea.<br />Your implementation profile determines your risk/reward.<br />And that determines whether the project will get traction.<br />So maybe it wasn’t just because they didn’t think about it.<br />
  109. 109. So, that’s what business change implementation is all about.<br />
  110. 110. Imagine if your organization had a common methodology for how to implement change?<br />
  111. 111. What value could you unlock?<br />
  112. 112. If you’d like more info.<br />Call us and ask for John.<br />Tell him Digit sent you.<br />Ennova Inc.<br />Toronto, Ontario<br />1-888- 6ennova<br />905-294-8050 (local)<br />John @ennova.ca<br />We’ll send you a free starter kit.<br />
  113. 113. Sorry, I’m busy listening to a great podcast from iTunes.<br />Hey Digit, can you give me a hand with this?<br />

×