Digital Transformation and Interweaving at BrightTALK 2017 December

11
Digital
Transformation
Do you ‘really’ know?
How your new …
… fit, act, and evolve
with the rest of the organisation?
INTERWEAVING by WorkEm Toolsmiths & Anders W. Tell

22
Anders W. Tell
CEO and Master Interweaver
WorkEm Toolsmiths
A Stockholm, Milano based consulting
and toolbuilder firm
anders.w.tell@workem.com

33


Digital Transformation
Interweaving
The Agenda for today

44
INTERWEAVING
Unlocking, Realising, & Optimising
the value of Togetherness

55
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

66
Interweaving!
Interweave Thinking
a situated human centric, work
oriented, and instrumental mindset
and lens on what is most important in
an interweaved world.
Interweaving Practice
aims 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?

77
The age of Information
A taste of implications
 
 
 
New enablers create
opportunities as well as
problems
digital, material, technologies,
and fusions
Big Data and AI
An opportunity,
but creates barriers to entry
Community & Crowd
Both as customers, and suppliers,
partners
Disruption
Good ideas are not hard to find.
The pace is high.
Zero marginal cost of supply
and marketing, and…
Operational Excellence
Innovation moves in Paces
… lead to Complications, Complexity, Manifolds,
Variations, Perspectives, Volatility, …

88
How to untangle Digital Transformations?
Common ways to untangle the complicated and complex topic
Digital Transformation Canvas
An Interweaved canvas
that anchors the discussions
Separate Digital + Transformation
Take an IS/IT point-of-view
Colourful example
Present a few interesting aspects
Ask the audience







99
Interweaving - Transformation Talking Point Canvas
Strategy
Innovation
Business Model
Transformation
Common Effort Reference Information Model (CERIM)
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Copyright © 2009-2017, WorkEm Toolsmiths, Anders W. Tell, All Rights Reserved
Digital Transformation Talking Point Canvas
Framing and Anchoring discussions with the Interweaved canvas.
Engage people with different Work-to-be-Done.

1010
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Interweaving and the Form Language
Feedback
& Learning
Loop
Journey
Strand
Bridge
Intereaved
Talking Points
Topics
Interweave

1111
A walkthrough of the themes …
• to get the taste of talking points that are typically found and
explored in workshops.

1212
Environment
TALKING POINT
…

1313
Environment
Social, 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
• …

1414
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Enablers
TALKING POINT
Digital,
Technology

1515
Technology Enablers
Technology 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
• …

1616
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Strategy
TALKING POINT
…

1717
Strategy
Not only a plan
• Shorter cycles
• Hypothesis testing
• Experimentation
• …
+ aspects from other talking points

1818
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Business Model
TALKING POINT
…

1919
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
• …

2020
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Innovation
TALKING POINT
…

2121
Innovation
Learning 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
• …

2222
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Transformation
TALKING POINT
…

2323
Transformation
Transformation 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
• …

2424
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Managment
TALKING POINT
…

2525
Management
The (governance and) management system
• Management for hire
• Big data
• Social organizations
• Circles
• X,Y,Z Generations
• Massive Transformative Purpose
• Objective Key Results
• …

2626
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Operations
TALKING POINT
…

2727
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.

2828
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

2929
Operations
Untangling 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

3030
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

3131
FUNdamenta Themes
Next 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 /
Individual
Wellbeing
Environment
Wellbeing
Mutually reinforcing
Shareholder
Value
Customer
Value
Transformational
Excellence
Organisational
Excellence
Resource
Excellence
Operational
Excellence
Innovation
Excellence
(2nd loop
learning)

3232
Awareness and Insights gained by Interweaving, all together
Strategy
Innovation
Business Model
Transformation
Environment
Enabler
Customer
Partner
Supplier
Management
Operation
Experience
Explore
Exploit
Aspire
Choice
Position
Direction
Value
Evolve
Change
Exchange
Identity
Technology Data
Build
Allocation
Differentiation
Pace
Programme
Sprint
Emergence Scale Reach
VolumeSensor
DeliverMakeSource
Plan
ReturnEnable
Project
Market
Community
& Crowd
Service
Channel Work to be
DoneOPEX
STRATEX CAPEX

3333
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

3434
The Digital Transformation Canvas
is 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.

3535
INTERWEAVING is a ...
Human centric, Work oriented and Instrumental practice,
for Work people do with others across boundaries.

3636
INTERWEAVING is a ...
Human centric,
Work oriented and
Instrumental
practice
… for Work
people do with
others across
boundaries

3737
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 own
Body of
Knowledge
Build your own!

3838
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.

3939
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

4040
Work Oriented
Support 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
Interested
Party 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

4141
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

4242
Interweaving Delivers Change and Benefits
Starts by asking 2 questions …
Interweaving - The Essence and Benefit Ladder
Essence and
Benefits
deliver
Saliency
Interweave
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

4343
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

4444
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

4545
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, Engage
Plan,Prepare
Transform
Operate
O
Operate
Evaluate
Adjust
Communicate
Learn
Knowledge Knowledge
Knowledge &
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!

4646
Interweaving supports your Journey
Design
StrategyInnovationIntegration
Personal Mastery Knowledge
Startup
Executive,Manager

4747
Analysis & Design – The Toolkit
Examples from the Strands Catalogue, with documented Strands talking points
Customer Journey /
Experience /
Work to be Done
feel
think
do
Touchpoint
Supply chain /
Workﬂow
CustomerSupplier
supply chain
source
make
deliver
returnreturn
Business Model
Development /
Innovation Journey
BM
space
diﬀusion /
alignment /
engagement
creativity /
innovation /
enabling technology
Icrowd
product
service
scale
accelerate

4848
Discussing Strands and Boundaries
Example discussions
Changing the Boundaries
What 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?

4949
In-front and Behind the curtain
Basic Canvases are supported by Facilitator Canvases
Brand Promise
Metric &
Assessment
Innovation
System
Transformation
System
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
Cost
Structure
Revenue
Stream
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 Logic
Standard
Barriers
Capability Value
Creation
Concept
Feel (mind-body)
Think (mind)
Seeing (senses)
Hearing (senses)
Saying (senses)
Doing (physical)
Work to Be Done (state of affairs)
Being
Experience
Functions
Feature
Aspiration
Comfort
Dissatisfaction
Problem
Geographic
Demographic
Competitive
Advantage
Unfair Advantage
IKIGAI
Substitute
Complement
Newcomer
“What does
success like
like?”
Risk
Actions
Reduce
(prevent,
eliminate,
mitigate)
Avoid
Transfer
Share
Accept
(Ignore)
Government
Society
Actions
Create
Increase, Raise
Transform
Support
Doing
Doer
Being
Becoming
Identity
Emotions
Importance
Complementary
Substitute
Relating
Support
Brand
Strategy
Document
Purpose, Values,
Mission, VIsion
Co-Creation
Differentiation
Best Practie
Environmental
Quality Touch point
Unwanted
Scenario
Portfolio
GAP
Capability
GAP
Value Fit/
Match
Rival
Supply Chain
Work Flow
Evidence
Information
Equipment
Facility
People
Organisation
IS/IT
Application
Machine
Resource
Supply -
Demand
GAP
Social,
Environmental
Responsibility
Growth
Product &
Service
Marketing
Sales
culture
Switching Costs
Supply & Demand
Segment
Structure
ForcesForces
Motivation
Platform
Customisation
Story
Logic
Forms
Essentiality
GAP
Location
Material
Behind the curtain:
A Facilitator Canvas
In-front of the curtain
Data
Strands

5050
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
Interweave
across boundaries)
Method
WorkEm
(ways of working)
ThinkEm
(ways of thinking)
Start here!
Work
Oriented
FUNdamenta
Statements
FUNdamenta
Criterion
Personal, Managerial and Professional Mastery!
Practices
Work
Products
Languages
Your own
Body of
Knowledge
Forms
Language
FUNdamanta
Language
Knowledge
Perspectives
Knowledge
KindsKnowledge
Build your own!

5151
Forms language
The core Interweaving language
Bridge
Specification-Realisation, Handoff,
Masterplan, life cycle, Case file, …
Strand
Supply chain, feedback, customer
journey, Backbone, ,…
Space
Market, Decision space, Work
space,…

5252
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!

5353
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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