Digital Transformation is not just about digital Technologies.It's a gamut of technologies, processes, vision and mindset, which empowers enterprises to understand and serve customer needs in the ever growing Industry 4.0
Actionable metrics in lean product developmentHuong Ngo
A snapshot of important actionable metrics to be employed in full life cycle of lean product development to ensure the "right" product being developed.
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
Presented with Jesse Hausler at CSUN 2015.
Summary: The Agile software development methodology presents unique challenges for creating accessible products. Learn how to build a successful, sustainable, and scalable agile accessibility process.
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
2i recently attended a DevOps Summit in London to learn more about how different companies have implemented DevOps. Read our overview to gain a better understanding of the DevOps operating model.
Actionable metrics in lean product developmentHuong Ngo
A snapshot of important actionable metrics to be employed in full life cycle of lean product development to ensure the "right" product being developed.
Technique To Prioritize Key Tasks In Agile Process Powerpoint Presentation Sl...SlideTeam
“You can download this product from SlideTeam.net”
A technique that helps the organization to prioritize various activities in their software development project is known as prioritization technique in agile. The following presentation provides an overview of the project and implements agile methodology in the same, once agile methodology is implemented a list of priority task is identified with the help of multiple techniques such as MoSCoW, Kano Model and relative average method. This presentation is helpful for IT organizations and IT managers with an objective to optimize their software development process by identifying tasks that are to be given utmost priority with the help of different types of prioritization techniques. Initially this presentation provides an overview of the project as it displays the project details and the structure of the project team which has scrum master, developers and operational team. Once the project overview is taken the approach for software development is decided. Once the workings and operations of the project are decided, various prioritization techniques are utilized in order to identify key priority tasks. These techniques can be MoSCoW or Must have, should have, could have and would have or Kano model or weighted average method. After utilizing these techniques multiple key priority tasks are identified. After carefully understanding the priority tasks the cost of the entire project is highlighted and the performance of the project is tracked with the help of various KPIs or key performance indicators. https://bit.ly/30FTo2U
Presented with Jesse Hausler at CSUN 2015.
Summary: The Agile software development methodology presents unique challenges for creating accessible products. Learn how to build a successful, sustainable, and scalable agile accessibility process.
Evidenced based management - Presentation at Scrum Australia 24 oct 2018Mia Horrigan
Evidence-Based Management (EBM) is an empirical approach that provides organizations with the ability to measure the value they deliver to customers and the means by which they deliver that value, and to use those measures to guide improvements in both
2i recently attended a DevOps Summit in London to learn more about how different companies have implemented DevOps. Read our overview to gain a better understanding of the DevOps operating model.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
5 practical ways to efficient change and release managementEnov8
The revolutionising digitisation and technical transformation in the application development world have made two factors mandatory. These two factors are necessary to sustain, grow and enhance your IT business in the competitive world- fast releases and continuous change. Therefore irrespective of the type of software development you venture into, an efficient release plan and environment management tool is necessary.
We are doing Agile well..We have been Agile now.. Is it just an assumption or do we have data to support it? Do metrics add any value or they are just a fad? Good metrics affirm & reinforce Agile principles. They open up the conversation and help the teams to improve. They are not only for management, it is for everyone who wants to inspect and adapt.
So this presentation is about how metrics can be used effectively in Agile to enable transparency and improve the overall efficiency at the team/ program and portfolio level.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
Doing Analytics Right - Selecting AnalyticsTasktop
This webinar lays out the principles and key concerns for selecting analytics.
It covers:
* The proper purpose of analytics,
* enabling feedback loops to attain your goals such as efficiency and predictability, and
* how to avoid doing more harm than good.
In particular, we will cover: the dimensions of analytics, the key driving principles, analytics maturity, adapting the analytics to your mix of development efforts, and integrating analytics across the levels of the organization.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
This is a presentation that was given to the Project Management Institute of Metrolina. The goal is exposure to the fundamental ideas of Lean/Agile/Scrum software development.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
With professional DevOps solutions, you can inculcate new clarity, efficiency and performance within your organisational workflow. Once your entire firm successfully adopts DevOps culture, you get the opportunity to outperform your competitors.
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
5 practical ways to efficient change and release managementEnov8
The revolutionising digitisation and technical transformation in the application development world have made two factors mandatory. These two factors are necessary to sustain, grow and enhance your IT business in the competitive world- fast releases and continuous change. Therefore irrespective of the type of software development you venture into, an efficient release plan and environment management tool is necessary.
We are doing Agile well..We have been Agile now.. Is it just an assumption or do we have data to support it? Do metrics add any value or they are just a fad? Good metrics affirm & reinforce Agile principles. They open up the conversation and help the teams to improve. They are not only for management, it is for everyone who wants to inspect and adapt.
So this presentation is about how metrics can be used effectively in Agile to enable transparency and improve the overall efficiency at the team/ program and portfolio level.
Evidence based management – Measuring value to enable improvement and busines...Mia Horrigan
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back?
Has product delivery improved?
How much happier are users and the business customers?
Are employees empowered and enabled?
Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Evidence-Based Management (EBM) is a framework to help measure, manage, and increase the value derived from product delivery. EBM focuses on improving outcomes, reducing risks, and optimising investments and is an important tool to help leaders put the right measures in place to invest in the right places, make smarter decisions and reduce risk using an iterative and incremental approach. This empirical method alongside the agile principles and values of Scrum enables successful steps of change for the organisation.
Organisations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency but the real conversation is about the value created for your organisation by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Mia will discuss Evidence based management and how this empirical process can help agile transformations measure and manage the value derived from the transformation initiative. Mia will focus on the 4 Key Value Areas: Current Value, Ability to Innovate, Unrealised Value and time to market and how these contribute to an organisation’s ability to deliver business value.
Doing Analytics Right - Selecting AnalyticsTasktop
This webinar lays out the principles and key concerns for selecting analytics.
It covers:
* The proper purpose of analytics,
* enabling feedback loops to attain your goals such as efficiency and predictability, and
* how to avoid doing more harm than good.
In particular, we will cover: the dimensions of analytics, the key driving principles, analytics maturity, adapting the analytics to your mix of development efforts, and integrating analytics across the levels of the organization.
Using Kano Analysis to prioritise Business Requirements
Noriaki Kano, recipient of the Deming Prize, developed a model to work out what stakeholder requirements are mandatory, which ones are value for money proposition (i.e. more is better,) and which requirements will delight them. This talk introduces the Kano model in the business/software requirements context, and presents a step by step application of the model so that you can delight your stakeholders.
This is a presentation that was given to the Project Management Institute of Metrolina. The goal is exposure to the fundamental ideas of Lean/Agile/Scrum software development.
Agile 2013 - Lean Change for Enabling Agile TransformationsAlexis Hui
Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.
With professional DevOps solutions, you can inculcate new clarity, efficiency and performance within your organisational workflow. Once your entire firm successfully adopts DevOps culture, you get the opportunity to outperform your competitors.
Demonstrate the implications of new technologies through workshops to the students. Assessing infrastructure to identify opportunities for improvement in future IT Industry
Designing a customized plan to address global organization’s specific needs. Implementing market-leading solutions that help students to grow and thrive
Managing the complete functionality of the entire engagement throughout from workshop till admission.
Customer Experience is a key differentiator – globally, 81% of consumers are willing to pay more for a better experience [Capgemini]. Learn about the changing customer environment, how to go about creating a customer experience-led approach and the benefits it will bring!
A short introduction to trends in improving your Customer\'s Experience of their interactions with your organisation and how that can improve profitability and reduce operating costs.
5 fundamental Aspect of Effective Leadership
In the current VUCA business landscape, effective leadership is crucial for driving success and achieving organizational goals. It goes beyond simply managing tasks and people; it requires a deep understanding of oneself and others, as well as the ability to inspire, motivate, and build strong relationships
Should you follow what others are doing ,just becuase it works for them?
Instead ,choose from Innovative models and Practices best suited to your business model.
#innovation #gartner #leanstartup #designthinking #agileleadership #leadershipexcellence #innovationstrategy #innovationleadership
This is an effective process where using the answers to 'what went wrong and why', the reasons for failure are groupded thematically, and prioritised.Once the reasons are prioritised, Identify mitigating actions. Based on the mitigation plam assign responsibilities and set timelines.
Using this approach helps in finding the risks early and put the mitigation plan to action from the start instead of doing failure based RCA as we encounter failures. What makes this technique even more attractive is the fact that it can be used mutliple times across the project phases to reprioritise the plan and change the course of action as deemed nexessary.
Professionally or personally there could be myriad reasons that requires change, Processes, tool, methodologies, technical skills that produced excellent results become obsolete in no time in VUCA world.
There are number of characteristics for a leader and boss which goes hand in hand. The leader is full of ideas, innovation and takes the organization towards future and advancement. Whereas, boss oversees performance and assures productivity. The leader defines vision and manager is in command of mission to approach that vision. The leader gives a solution while manager implements a strategy for it.
Leading teams can be daunting if you and team are not aligned to a common goal. Leadership style could be another challenge in leading highly performing teams.
Self-awareness about leadership styles could be a starting point towards your journey to becoming an effective leader, however leadership styles needs occasional adjustments to ensure it meets the need of the hour.
The Denison Model is a management tool to diagnose and build culture alignment.
Denison Model can help to understand the current state of the organization’s effectiveness and to propel it to the desired direction.
The Denison Model presents four key cultural traits and twelve related management practices. At its core, are the beliefs and assumptions? Blank segments on concentric circles will let professionals add trait scores based on assessments.
• Adaptability
• Mission
• Involvement
• Consistency.
We all have 9 Personality types within us, of which, One is the most “Dominant”
.This presentation details outs the 9 Personality traits, associated risks with each Personality types and tips to improve and control the dominant/non Dominant personality types
These 9 interconnected personalities are the reason of Who you are and Why you are that way
Design Thinking-Solution based approach to problem solvingPradeep Patel, PMP®
Design is not about how it looks rather it is more about how it works. How design thinking is applied to solve complex problems.
The presentation deep dives into the Design Thinking process, tool& Techniques, Visual thinking, 6 thinking hats and real world success stories and case studies of how Design thinking has helped broke startups to become Billion dollar Companies
From the the teams struggling with DevOps to experienced professionals trying to make a shift to DevOps, this presentation helps in how understanding how DevOps makes Deliveries faster and accurate
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
Topics Covered in the presentation
1.What is a Project
2. How projects come into existence
3. Project selection Models, Methods and Techniques
4.ITTOs(Inputs-Tools and Techniques-Outputs)
5.Enterprise Environmental Factors
6..Organizational Process Assets
7. StakeHolders
8. Project Management LifgeCycle
9. Project Vs Product Lifecycle
10.Organizational Strucutures
11. PMO(Project Management Office)
12.Configuration and Change Management
The Presentation is a part of Webinar held on 18-12-2011 and consists of the following topics:
1. PMP Quick Facts-What is PMP, PMI
2.How is Exam structurd and what are the associated expenses
3. What are Process Groups, Knowledge Areas and Processes
The Last Slide contains link to my site, where brief details about the topics mentioned in the presentation has been posted.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
2. Meet the Presenter
Pradeep, is an experienced professional primarily focussing on Software
Deliveries. He has more than a decade experience across multiple
domains and he is firm believer and implementer of KAIZEN.
Through this presentation he is explaining the details of the newest
Buzzword.., the DIGITAL TRANSFORMATION
Pradeep Patel
3. What is Digital Transformation
Digital transformation is the process of
using digital technologies to create new or modify existing
business processes, culture, and customer experiences to
meet changing business and market requirements.
CONNECTION CLOUD COMPUTINGAUTOMATION IOT BIG DATA
4. DT
01
02
03
04
05
Optimize Business Processes
For Speed, Efficiency, Quality,
And Agility
Develop And Execute A Vision
For Digital Transformation
Take An Ecosystem-first
Approach To Delivering
Products And Services
Create Flexible And
Reliable Human Resource
Model
Manage Information Effectively
Digital Transformation- Bird’s eye view
5. Build intelligent
cloud platform
Reinvent productivity &
business processes
Engage Your
Customers
Empower Your
Employees
Optimize Your
Operations
Transform Your
Products/Services
Industrial IoT Network Centric
Industrial
Apps
Quality
Monitoring
Tools
Sensors
Safety
Automation
INDUSTRY
4.0
Digital Transformation Pattern
6. Transform
Products/Services
Optimize Your
Operations
Empower Your
Employees
Engage Your
Customers
Vision for Digital Transformation
Deliver personalized,
rich, connected
experiences in
journeys your
customers choose.
Keep up with your
fastmoving
customers, efficiently
collaborating to
anticipate and meet
customer demands.
Increase the flow of
information across
your entire business
operations, better
manage your
resources, and keep
your business
processes
synchronized across
all boundaries.
Expand the reach of
your business using
digital channels,
anticipate customer
needs, understand
how your products
are used, and quickly
develop and improve
products and
services.
Imagine if you could…
7. Business Drivers for Digital Transformation
Increasing customer demand
for personalized experiences
Increased disruption from use
of new business models
Faster pace of customer and
market change
Increasing pressure to deliver
more value at a lower cost
Increasing pressure to manage
complex supply chain
Increase sales, customer
acquisition, retention, and
satisfaction
Better predict potential buyer
and new product outcomes
Increase design and
engineering productivity
Identify and implement
manufacturing efficiencies
Improve production output
and quality
Improved marketing and
sales effectiveness
Increased market share
Improved perceived services
Improved speed to market
Reduction in operating costs
Business Drivers
Focus Areas for
Key Executives Business Benefits
8. Engage Your
Customers
Empower Your
Employees
Optimize Your
Operations
Transform Your
Products
Digital Transformation Capability Model
Digital advertising
and CLM
Customer data manage-
ment and analytics
Online and mobile
commerce
Tech-enabled stores
Omni-channel experience
delivery
Customer service
automation
Digital talent manage-
ment and development
Employee mobility
Productivity and
collaboration
Tech-enabled employee
engagement
Data-driven supply
chain and logistics
Digital equipment
management
Intelligent process and
quality control
Digitized front line and
back office operations
Research and ideation
Product development
Product Launch
9. Provide Customer
Service
Manage the Total
Supply Chain
Market & Sell
Products & Services
Develop Products
& Services
Provide Strategy
& Direction
Capability Map
Focus the Customer
Value Proposition
Collect, communicate, and
Understand the Customer,
Market, Competitive and
Regulatory Environment
Understand Customer
Needs and Map to
Strategic Direction
Communicate and Manage to
Goals and Measures
Develop and Direct Risk
Mitigation and
Management
Develop and Direct Lean/
Continuous Improvement
Continually Assess Viability and
Strategic Fit and Adapt the
Development Portfolio
Manage the Full Product
Service Life Cycle
Design and Prototype New
Products
Pilot New Products and
Product Refinements
Continually Improve
Production Capacity and
Performance
Manage Iterative Release/
Certification Processes
Gather and analyze data to
Identify Markets, Segment
Customers, and Leverage the
Customer Base
Communicate the Brand
Continually Adapt Product
Packaging and Pricing
Target Markets, Customers,
and Segments and Execute
Plans for Attraction,
Acquisition, and
Conversion
Forecast Finished Goods and
Raw Materials
Plan Materials and Production
Demand and Capacity
Acquire Materials, Services,
and Products
Develop and Operate and/or
Acquire Manufacturing
Capacity
Optimize Supply Chain
Performance
Assure Product and Service
Quality
Provide On-Site Assembly
and Configuration
Develop, Deploy, and Deliver
the Customer Experience
Collaborate with Customers to
Design/Build Products
Analyze Service Issues and
Implement Process
Improvements
Measure and Report Service
and product Quality
Delivery Performance
Assess Customer Satisfaction
and Report Net Promoter
Score
Proactively Assure Product
Satisfaction (Save Sales)
Communicate with Customers
via any communication
channel
10. Internal
organization
Suppliers
Distribution
channels
Partners API interfaces
Eco System
Structure the organization
to include the
new approach
Assess organization culture
and implement
management of change
Assess skill and
address gaps
Update KPI, department
and individual objectives
to drive change
Ensure continuity and
coexistence of the
two models
Agree on the business
objectives and respective
contributions
Define the development
models and benefit
sharing
Update the operational
framework and objectives
(interfaces)
Refresh the supplier
landscape
Measure value
Include consumer
interactions
Agree on the
omni-channel
framework
Define updated KPI
Develop the
integrated chain
Include consumers
interactions
Measure value
Develop partner
eco-system
strategy
Define the key topics
(e.g. open innovations)
Identify key strategies
with
clients
Define the boundaries
Agree on the reward and
benefit sharing
Measure value
Drive towards agile
business strategy and
business model
Include in company
strategy as 2 ways
(consume and expose)
Include API into the product
and service development
considerations
Measure value
Leverage a partnership
eco-system
Explore opportunities
11. Improved marketing
effectiveness and ROI
Increased market share
Improved product/service
quality
Improved brand value
Improved collaboration with
partners
Improved speed to
market/innovation
Increased revenue via
cross-sell/up-sell
Increased customer
satisfaction and loyalty
Reduced time to create and
deploy campaigns
Engage Your Customers
Empower Your Employees
Optimize Your Operations
Optimize Your Operations
Increase customer
acquisition, retention,
satisfaction, and loyalty
Develop new revenue
opportunities throughout
modern customer journey
Improve customer
connection
and personalized experiences
Improve and monitor impact
and effectiveness of
marketing
Increase marketing agility
and
time-to-market
Increase customer and
marketing insights
Competitive pressure
Rapidly changing customer
and market trends
Changing business model and
cost control
Increasing customer demand
for personalized experiences
Overabundance of choice for
customers
Eroding customer loyalty
Mobile-first world
Engage Your Customers
Enterprise Scenarios Mapped to Benefits Scenario Chain
Business Drivers
[Business environment]
Investment Objectives
[Strategic Options]
Scenarios
[Tactical Business
Changes] Key Benefits
12. Increasing
customer
demand for
exceptional
experiencesIncreased
customer demand
for personalization
Decreases in
market
and wallet share
Increased
Customer
Churn
Increasing
competitive
pressure
Increasing
competitive use of
technology
Increasing time-to
market pressure
Improve Customer
Experiences
through Digital
Marketing
Improve marketing
productivity
Increase customer
and
marketing insights
Increased profit
margin from higher
value services
Increased
Customer
Satisfaction, Trust,
and Loyalty
New Customer
Acquisition
Lower cost to
advertise
Increased revenue
viaup-sell and
cross sell
Faster Time to
Impact
Create
personalized
offers from
customer
demographic
insights
Create proximity
centric offers
created based on
customerlocation
Track and optimize
campaign
effectiveness using
machine learning
Collaborate and
coordinate with
partners more
effectively
Create and deploy
marketing
campaign
materials faster
Integration of
customer data into
a cohesive view
Segment
customers
Develop relevant
insights with real-
time
account data,
news,
social activity and
connections
Beacon and
geographic based
customer targeting
Create engaging
content and apps
Marketing Web
sitec reation and
management
Customer
Relationship
Management
Data Management
Business
Intelligence
Social Computing
Predictive &
Prescriptive
Analytics
Mobile Computing
Media Services
Web Site
Automation
Application
Instrumentation
Engage Your Customers
Enabling
Technologies
Enabling
Changes
Business
Changes Benefits
Investment
Objectives Business Drivers
Benefits Dependency Network
13. Engage Your Customers -Value Touch points
Strategic
Time to
Value
Increase
Revenue
Decrease
Cost
Decrease
Risk
• Personalized solutions to meet each
customer’s needs and desires.
• Increased respect and relevance to the
company leading to preferential
treatment (loyalty programs)
Value for Customers
• Geographic based offers provides
awareness to customer and timeliness
• Reduced time researching
• …
• Loyalty based discounts
• Improve satisfaction levels
• Understanding what’s available with
lower personal expense and avoiding a
purchase made without full knowledge
(i.e. research, etc.)
Value for Business Leaders
• Increased understanding of customer’s
wants and needs
• Increased brand recognition and recall
• Increased customer engagement and
loyalty
• Reduced time to sales conversion
• Reduced time to increase customer
awareness
• Reduced time for offer/pricing
experiment results
• Rapid offer experimentation to test ideas.• Increased cross-sell/up-sell
• Increased customer wallet share
• Increased geographic proximity sale
• Acquisition of new customers
• Reduced capital expense
• Reduced customer acquisition costs
• Reduced failure of new product and
service offerings by leveraging insights
about customer preferences
Value for IT Leaders
• Increase technology innovations
• Amplify the customer experience
• Improve channel integration
• Reduced time to gather, transform and
process customer data
• Reduced time to create, manage and
deploy campaign sites
• …
• Reduce cost of data analytics
• Reduce cost of data acquisition, storage,
and management
• Reduced cost of creating, managing and
deploying campaign sites
• Increased automation, less risk for
process failures
14. Engage Your Customers
Continuously managing & measuring clear value levers, success factors, and performance measures
Value Realization Scorecard
Engage Your Customers
Customer
• Richer and more engaging
experiences
• Better solutions to meet each
customer’s needs and desires.
• Increased awareness of new
relevant products and services
• Improved and consistent
channel experience
Employee
• Better brand expression
• Increased ROI & impact
• Deeper connection with
customers
• Increased job satisfaction
Operations
• Reduced customer complaints
• Simplified processes
Business Outcomes/Results
• Increased Revenue & ROI
• Lower Churn (Higher Loyalty)
• Increased Satisfaction (Net
Promoter Score, Fan Score,
etc.)
15. Improved speed to
market/innovation
Improved product/service
quality
Increased satisfaction of
stakeholders ( BU Heads)
Improved ROI of IT projects,
Improved collaboration with
employees
Lower TCO for IT
Accurate business reports
and forecasts
Reduced IT security threats
Reduced time to create and
deploy IT solutions
Engage Your Customers
Empower Your Employees
Optimize Your Operations
Optimize Your Operations
Transform Your Products
Improve Enterprise Agility to
changing demands of
business and market
Develop new revenue
opportunities
Improve & simplify internal
business processes
Make organization more
secure
Increase collaboration among
employees
Increase customer and
marketing insights
Rapidly changing customer
and market trends
Market pressure
Changing business model and
cost control
Increasing stakeholders/
customer demand for
personalized experiences
Too many IT options
Mobile first world
Actionable information
required right now
Empower Your Employees
Enterprise Scenarios Mapped to Benefits Scenario Chain
Business Drivers
[Business environment]
Investment Objectives
[Strategic Options]
Scenarios
[Tactical Business
Changes] Key Benefits
16. Increase the agility
and
speed of innovation
Increase customer
satisfaction, and
loyalty
Create new digital
experiences for
customers
Decreasing market
and wallet share
Increased Customer
Churn
Increasing demand
for personalized
experiences
Increasing
competitive
pressure
Increasing
competitive use of
technology
Increasing
time-to-market
pressure
Recruit,
motivate, &
Retain employees
Ability to anticipate
organizational
needs
Increased pace and
culture of
innovation
Improve quality of
products and
service
Increased up/cross
sell
Reduced cost of
operations
Improved
productivity
Reduced time to
market for products
and services
Leverage the best
resources available
anywhere
Innovate based on
customer and
market
insight
Drive operational
decisions based on
information
Track and optimize
business
effectiveness
Collaborate better
with employees,
customers,partners
Be more agile in
business processes
Culture of mobility
and productivity
Using telemetry for
decision making
and product
development
Culture of ‘Growth
Mindset’
Agile Practices
‘Outside in’
Thinking
Mobile Computing
Internet of Things
Data Management
Predictive and
Prescriptive
Analytics
Productivity Tools
Social Computing
Empower Your Employees
Enabling
Technologies
Enabling
Changes
Business
Changes Benefits
Investment
Objectives Business Drivers
Benefits Dependency Network
17. Empower Your Employees
Value Touchpoints
Value for Customers Value for Business Leaders Value for IT Leaders
Strategic
• Increased customer satisfaction.
• Ability to engage with the company
anywhere at anytime
• Improved responsiveness of interaction
• Improved quality of interactions and
products/services
• Improved culture of productivity and
innovation
• Happier and more engaged workforce
• Increased market relevance
• Increased knowledge sharing across
product development teams
• Increased employee satisfaction to
support increased customer satisfaction
• Increase technology innovations
• Improve channel integration
Time to
Value
• Faster resolution of questions and issues
• Faster awareness of new offers
• Faster launches of new products
• Faster exchange of ideas
• Faster experimentation with new ideas
• Increase agility in responding to new
business needs (cloud time)
• Automation reduces time to market
• Movement from traditional waterfall IT
development to agile delivery models
Increase
Revenue
• … • Increased market and wallet share
• Revenue from “first to market” and “best
in class” products and services via
increased innovation
• …
Decrease
Cost
• … • Better ROI on new products
• Reduced cost of product development
• Reduce customer acquisition costs
• Optimized connectivity costs
• Reduced cost for information
management
Decrease
Risk
• … • Reduce risk of failure for new
product/service
• …
18. Empower Your Employees
Continuously managing & measuring clear value levers, success factors, and performance measures
Value Realization Scorecard
Empower Your Employees
Customer
• Timeliness of information
about products, services and
offers
Employee
• Faster time to market
• Reduced effort
• Reduced rework
• Increased collaboration
• Increased job satisfaction
Operations
• Decreased risk of errors or delays
• Faster and more accurate response to issues
Business Outcomes/Results
• Increased employee
productivity and effectiveness
• Increased pace of innovation
and agility
• Measurable impact and insight
19. Engage Your Customers
Empower Your Employees
Optimize Your Operations
Transform Your Products
Economic Slowdown in
developed economies
Increasing costs
Customers demand
differentiation
Scarcity of skilled labor
Growth in emerging markets
Stricter Regulations
Resource Management
Safety and Compliance
Operational excellence
Customer Satisfaction &
Reliability
Improved productivity
Market relevant products
Achieve Sustainable advantage
and growth
Production loss avoidance
Reduction of inventory cost
Operations cost optimization
Improve product longevity
Increasedrevenue through rele-
vant and differentiatedproducts
Expert advice to remote
locations
Proactive resource planning
Avoid unexpected malfunction
Supply chain optimization and
cost reduction
Better utilization of equipment
and workforce
Agile workforce with better
mobility
Real-time updates for
equipment
Optimize Your Operations
Enterprise Scenarios Mapped to Benefits
Scenario Chain
Business Drivers
[Business environment]
Investment Objectives
[Strategic Options]
Scenarios
[Tactical Business
Changes] Key Benefits
20. Internet of Things
Advanced Analytics
Cloud services
Machine Learning
Enterprise Mobility/
Mobility solutions
Communication and
Collaboration
Increase
instrumentation and
monitoring
Collect, Store and
analyse data from
sensors on equipment
and smart devices
Connect multiple
plants and aggregate
operational data
Develop Omni-channel
communication and
collaboration among
field operators, Service
providers and experts
Build Data Science
or Analytics COE
Global dashboards for
real time manufacturing
monitoring and
response
Priority focus on safety
and regulation
Collect, analyse and
monitor risk reporting
and performance
metrics
Proactive service
collaboration across
plant facilities, partners
and vendors for faster
response to issues
Richer collaboration
amongst various
stakeholders
Reduction of
inventory cost
Operations cost
optimization
Improved health
and safety
Proactive resource
planning
Production loss
avoidance
Better utilization of
equipment
Agile workforce with
better mobility
Improved
Knowledge sharing
Global Visibility of
All Facilities
Improved Safety and
Compliance
Operational excellence
Optimize production
equipment
Improved Knowledge
Sharing and Transfer
Improved Productivity
and resource
management
Economic Slowdown
in developed
economies
Complex Network of
Global Facilities
Increased pressure
to manage complex
supply chain
Volatile energy
Costs
Pressure to lower costs
through manufacturing
process efficiencies
Scarcity of skilled
labor
Increasing safety
regulations
Stricter Regulations
Optimize Your Operations
Enabling
Technologies
Enabling
Changes
Business
Changes Benefits
Investment
Objectives Business Drivers
Benefits Dependency Network
21. Optimize Your Operations
Value Touchpoints
Value for Customers Value for Business Leaders Value for IT Leaders
Strategic
• Better expectations for product delivery
and quality
• High quality autonomous products
• Global oversight of manufacturing
operations
• Predict and adapt to changing supply,
labor and manufacturing availability
• Streamline inventory and warehouse
management operations
• Selling insights to partners and
competitors
• Better analytic capability
• Allow sustainable and robust connection
to partners across boundaries
• Migration from costly legacy systems to
pay per use cloud systems
Time to
Value
• On-time delivery • Faster problem identification
• Faster time to resolution
• …
Increase
Revenue
• Revenue from new customers
• Revenue from repeat customers
• Revenue from better brand positioning
• Selling insights to partners and
competitors
• Better utilization of manufacturing
capability
• …
Decrease
Cost
• Reduction in manufacturing defects in
products
• Avoid unplanned downtime and outage
costs
• Reduction in facilities management costs
• Reduction in field operations costs
• Reduction in maintenance costs
• Reduction in cancelled orders
• Reduced cost of operations
• Reduced cost of information sharing
Decrease
Risk
• Reduce risk of delivery failure, lack of
product or service outage
• Global operational view supports
identifying problems before they escalate
• …
Option
value
• Trust in service • … • …
22. Optimize Your Operations
Continuously managing & measuring clear value levers, success factors, and performance measures
Value Realization Scorecard
Optimize Your Operations Business Outcomes/Results
• Increase sales and contribution
margin
• Reduced maintenance costs
• Reduced inventory investment
• Improved resource
management
Customer
• Product availability
• Lost sales
• Lead time to order
• Higher Customer Satisfaction
Employee
• Increased job satisfaction
• Better training, knowledge
management, mobility, and
collaboration
• Scheduling efficiency
Innovation
• Monetization of data about
usage
• and uptime
Brand
• Increased brand awareness
• Increased brand value
• Improved brand image
23. Product Transformation Approach
Customer Experiences
Design Thinking
Inclusive Design
Telemetry
Gather Data
Visualization
Understand
Analyze
Gain Insight
Action
Innovate
Customer
• Get Oriented
• Frame
• Ideate
• Prototype
• Optimize
Data
• App Telemetry
• Sensor
Telemetry
• People
Telemetry
• Business
Telemetry
Knowledge
• Prototype &
test
• Visualize Data
• Context from
usage data
• Feedback
Insight
• Understand
User Needs
• Understand
Product Use
• Predict future
failures
Productive Use
• Recommend
Knowledge
• Provide context
• Pre-empt future
needs
• Act on behalf
Inclusive Design
Method &
Thinking
App Insights
Azure IoT Band &
Windows
Power BI
Microsoft Graph
Cortana
Intelligence
Delve Analytics
Personal
Assistant Bots
Cognitive Services
24. Business Model Innovation Frame
Customer Experience Transformation
Can we increase demand?
• Serve a different set of customers (convert the non-customers)
• Create new Value Propositions for customers (pains/gains)
• Improve sales and marketing (improve the brand)
• Understand better what’s missing in the market (find the whitespace)
• Improve the quality of existing products
Digital Optimization & Efficiency
Can we deliver cheaper or more
efficiently?
• Improve supplier effectiveness
• Improve operational efficiency
• Improve employee productivity
What are
your goals?1
What
should
change?
2 Value Prop
Customer
Segments
Channels
Products &
Services
Revenue
Streams
Value Chain
Business Impact Frame
• Strategic Alignment
• Business process change
• Modernize architect
(enable agile, etc.)
• Direct payback
• Reduce Risk
IT Value Frame
• Accelerate time to market
• Increase Coverage
• Recession proofing
• More agility
• Reduce Unit Cost
Where’s
the impact?3
T (Accelerate
Business)x
Revenue Qualityx
Cost Riskx
25. Engage Your Customers
Empower Your Employees
Optimize Your Operations
Transform Your Products
Transform Your Products/Services
Enterprise Scenarios Mapped to Benefits
Scenario Chain
Business Drivers
[Business environment]
Investment Objectives
[Strategic Options]
Scenarios
[Tactical Business
Changes] Key Benefits
Production loss avoidance
Reduction of inventory cost
Reduced time to market
Improve product longevity
Increased revenue through rele-
vant and differentiated products
Expert advice to remote
locations
Proactive resource planning
Avoid unexpected malfunction
Supply chain optimization and
cost reduction
Better utilization of equipment
Agile workforce with better
mobility
Real-time updates for
equipment
Field Crew Efficiency
Safety and Compliance
Operational excellence
Customer Satisfaction &
Reliability
Improved productivity
Market relevant products
Achieve Sustainable advantage
and growth
Economic Slowdown in
developed economies
Increasing costs
Customers demand
differentiation
Scarcity of skilled labor
Growth in emerging markets
Stricter Regulations
26. Customer Relationship
Management
Mobile & Social
Computing
Collaboration and
Information
Management
Internet of Things
Advanced Analytics
Big Data
Analyze customer
experience data
from partners and
social networks
Connect design teams
globally and collaborate
on common goals to
seek optimized solutions
Use analytics and
machine learning to
identify new
opportunities
Analyze real-time
product usage telemetry
for advanced decision
making and visibility
Continually improve
experience to
increase customer
satisfaction,
retention and value
Design highly
differentiated, relevant
products based on
insights and innovative
thinking
Rapidly experiment with
new business models
and measure the impact
before committing
Optimize product
development processes
for collaboration and
agility
Improved products
and services
Reduce cost of product
development
Increase in knowledge
sharing
Increase revenue from
innovative “first to
market” options and
services
Create new business
models for the digital
era
Increase customer
satisfaction, retention
and value
Increase design and
engineering productivity
Adhere to increasing
regulations
Increased pressure to
manage complex supply
chain
Competitive pressure
Stay ahead of changing
customer and market
trends
Connect with customer
Green manufacturing
Pressure to lower costs
through manufacturing
process efficiencies
Tightening safety
regulations
Transform Your Products
Enabling
Technologies
Enabling
Changes
Business
Changes Benefits
Investment
Objectives Business Drivers
Benefits Dependency Network
27. Transform Your Products
Value Touchpoints
Value for Customers Value for Business Leaders Value for IT Leaders
Strategic
• Improved adoption and usage of
products
• Increased discounts and promotional
feeds from partners and programs
• Increased brand recognition and recall
• New customer acquisition and retention
• Higher customer satisfaction
• Increased customer engagement and
brand loyalty
• Improved data processing scalability
• Improved data modeling capability
• Improved analytical capabilities
Time to
Value
• Reliable connection to partners and
suppliers
• Improve speed to market/innovation
• Shortened development cycle
• Increased agility in responding to new
business needs (cloud time)
• Sustained relevance of IT in
manufacturing
Increase
Revenue
• Increased resale value
• Increased value from differentiated
offerings
• Increase revenue from innovative “first to
market” options and services
• Repeat sales from satisfied customers
• Increased market share
• Increase in ancillary revenue
• …
Decrease
Cost
• Reduced maintenance costs • Reduce cost of product development
• Reduce cost of prototyping, physical
modeling, and testing
• Reduced cost of data management and
storage
• Reduced cost of data acquisition
• Optimized connectivity costs
• Reduced cost of data analytics
Decrease
Risk
• Significant reduction in likelihood of
safety incidents
• Increased knowledge sharing across
product development teams
• Unlimited ability to run virtual reliability
and robustness
• cycles in the cloud
• …
Option
value
• Trust in service • … • …
28. Transform Your Products
Continuously managing & measuring clear value levers, success factors, and performance measures
Value Realization Scorecard
Transform Your Products Business Outcomes/Results
• Improve speed to market/ innovation
• Reduce Failure of Acceptance
• Uptake of supplemental services (add
on services, etc.)
• Reduce cost of product development
• Decrease in need for on-site or
service-center remediation
• Increase in knowledge sharing
• Reduced cost of prototyping, physical
modeling, and testing
Innovation
• Enhanced market insight into
ideation
• Faster time to market
• Increased return on innovation
investment
• Lower environmental impact and
pioneer innovation design solutions
Brand
• Improved brand perception
• Improved market penetration
• Retention of existing customers
reduced churn)
• Increased customer satisfaction with
products/services
People
• Increase time spent engineering and
less time on non value added tasks
• Seamless idea sharing and
collaborative development between
individuals and teams
Culture
• Increase in employee productivity
• Accelerate innovation
• Integrated design for environmental
compliance
29. Got Questions ?
Connect with me
Email: pradeeppatel2k17@gmail.com
LinkedIn:https://www.linkedin.com/in/pradeeppatelpmp/
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