You probably already know that emotional intelligence, or “EQ”, is a key to success in work and life.
Emotional intelligence is the ability to identify, assess, and control the emotions of yourself, others, and groups.
It’s the key to helping you respond vs. react. When we react, it’s our lizard brain in action. When we respond, we are aware of our emotions, but they are input, and they don’t rule our actions. Instead, emotions inform our actions.
Emotional intelligence is how you avoid letting other people push your buttons. And, at the same time, you can push your own buttons, because of your self-awareness.
Emotional intelligence takes empathy. Empathy, simply put, is the ability to understand and share the feelings of others.
When somebody is intelligent, and has a high IQ, you would think that they would be successful.
But, if there is a lack of EQ (emotional intelligence), then their relationships suffer.
As a result, their effectiveness, their influence, and their impact are marginalized.
That’s what makes emotional intelligence such an important and powerful leadership skill.
And, it’s emotional intelligence that often sets leaders apart.
Truly exceptional leaders, not only demonstrate emotional intelligence, but within emotional intelligence, they stand out.
Outstanding leaders shine in the following 7 emotional intelligence competencies: Self-reliance, Assertiveness, Optimism, Self-Actualization, Self-Confidence, Relationship Skills, and Empathy.
I’ve summarized 10 Big Ideas from Emotional Capitalists: The Ultimate Guide to Developing Emotional Intelligence for Leaders. It’s an insightful book by Martyn Newman, and it’s one of the best books I’ve read on the art and science of emotional intelligence. What sets this book apart is that Newman focused on turning emotional intelligence into a skill you can practice, with measurable results (he has a scoring system.)
If there’s one take away, it’s really this. The leaders that get the best results know how to get employees and customers emotionally invested in the business.
Without emotional investment, people don’t bring out their best and you end up with a brand that’s blah.
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Will you have a job in the future?
What will that job look like and how will the nature of work change?
Will automation take over your job in the near future?
These are the kinds of questions that Ruth Fisher, author of Winning the Hardware-Software Game, has tackled in a series of posts.
I wrote a summary post to distill her big ideas and insights about the future of jobs in my post:
Fisher has done an outstanding job of framing out the landscape and walking the various arguments and perspectives on how automation will change the nature of work and shape the future of jobs.
One of the first things you might be wondering is, what jobs will automation take away?
Fisher addresses that.
Another question is, what new types jobs will be created?
While that’s an exercise for the reader, Fisher provides clues based on what industry luminaries have seen in terms of how jobs are changing.
The key is to know what automation can and can’t do, and to look at the pattern of work in terms of what’s better suited for humans, and what’s better suited for machines.
As one of my mentors puts it, “If the work can be automated, it’s not human.”
He’s a fan of people doing creative, non-routine work, where they can thrive and shine.
As I take on work, or push back on work, I look through a pretty simple lens:
- Is the work repetitive in nature? (in which case, something that should be automated)
- Is the work a high-value activity? (if not, why am I doing non high-value activities?)
- Does the work create greater capability? (for me, the team, the organization, etc.)
- Does the work play to my strengths? (if not, who is a better resource or provider. You grow faster in your strengths, and in today’s world, if people aren’t giving their best where they have their best to give, it leads to a low-impact team that eventually gets out-executed, or put out to Pasteur.)
- Does the work lead to world-class impact? (When everything gets exposed beyond the firewall, and when it’s a globally connected ecosystem, it’s really important to not only bring your A-game, but to play in a way where you can provide the best service in the world for your specific niche. If you can’t be the best in your niche in a sustainable way, then you’re in the wrong niche.)
I find that by using this simple lens, I tend to take on high-value work that creates high-impact, that cannot be easily automated. At the same time, while I perform the work, I look for way to turn things into repetitive activities that can be outsources or automated so that I can keep moving up the stack, and producing higher-value work … that’s more human.
Big Data Analytics and Insights are changing the game, as more businesses introduce automated systems to support human judgment.
Add to this, advanced visualizations of Big Data, and throw in some power tools for motivated users and you have a powerful way to empower the front-line to better analyze, predict, and serve their customers.
McKinsey shares a framework and their insights on how advanced analytics can create and unleash new business value from Big Data, in their article:
Unleashing the value of advanced analytics in insurance
Creating World-Class Capabilities
The exciting part is how you can create a new world-class capability, as you bake Big Data Analytics and Insights into your business.
“Weaving analytics into the fabric of an organization is a journey. Every organization will progress at its own pace, from fragmented beginnings to emerging influence to world-class corporate capability.”
5-Part Framework for Unleashing the Value of Big Data Analytics
McKinsey's transformation involves five components. The five components include the source of business value, the data ecosystem, modeling the insights, workflow integration, and adoption.
|1. The source of business value||Every analytics project should start by identifying the business value that can lead to revenue growth and increased profitability (for example, selecting customers, controlling operating expenses, lowering risk, or improving pricing).|
|2. The data ecosystem||It is not enough for analytics teams to be “builders” of models. These advanced-analytics experts also need to be “architects” and “general contractors” who can quickly assess what resources are available inside and outside the company.|
|3. Modeling insights||Building a robust predictive model has many layers: identifying and clarifying the business problem and source of value, creatively incorporating the business insights of everyone with an informed opinion about the problem and the outcome, reducing the complexity of the solution path, and validating the model with data.|
|4. Transformation: Work-flow integration||The goal is always to design the integration of new decision-support tools to be as simple and user friendly as possible. The way analytics are deployed depends on how the work is done. A key issue is to determine the appropriate level of automation. A high-volume, low-value decision process lends itself to automation.|
|5. Transformation: Adoption||Successful adoption requires employees to accept and trust the tools, understand how they work, and use them consistently. That is why managing the adoption phase well is critical to achieving optimal analytics impact. All the right steps can be made to this point, but if frontline decision makers do not use the analytics the way they are intended to be used, the value to the business evaporates.|
Big Data Analytics and Insights is a hot trend for good reason. If you saw the movie Moneyball you know why.
Businesses are using analytics to identify their most profitable customers and offer them the right price, accelerate product innovation, optimize supply chains, and identify the true drivers of financial performance.
In the book, Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris share examples of how organizations like Amazon, Barclay’s, Capital One, Harrah’s, Procter & Gamble, Wachovia, and the Boston Red Sox, are using the power of Big Data Analytics and Insights to achieve new levels of performance and compete in the digital economy.
You can read it pretty quickly to get a good sense of how analytics can be used to change the business and the more you expose yourself to the patterns, the more you can apply analytics to your work and life.
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Management Innovation is at the top of the Innovation Stack.
The Innovation Stack includes the following layers:
- Management Innovation
- Strategic Innovation
- Product Innovation
- Operational Innovation
While there is value in all of the layers, some layers of the Innovation Stack are more valuable than others in terms of overall impact. I wrote a post that walks through each of the layers in the Innovation Stack.
I think it’s often a surprise for people that Product or Service Innovation is not at the top of the stack. Many people assume that if you figure out the ultimate product, then victory is yours.
History shows that’s not the case, and that Management Innovation is actually where you create a breeding ground for ideas and people to flourish.
Management Innovation is all about new ways of mobilizing talent, allocating resources, and building strategies.
If you want to build an extremely competitive advantage, then build a Management Innovation advantage. Management Innovation advantages are tough to copy or replicate.
If you’ve followed my blog, you know that I’m a fan of extreme effectiveness. When it comes to innovation, I’ve had the privilege and pleasure of playing a role in lots of types of innovation over the years at Microsoft. If I look back, the most significant impact has always been in the area of Management Innovation.
It’s the trump card.
One of the things I do, as a patterns and practices kind of guy, is research and share success patterns.
One of my more interesting bodies of work is my set of patterns and practices for successful executive thinking.
A while back, I interviewed several Microsoft executives to get their take on how to think like an effective executive.
While the styles vary, what I enjoyed is the different mindset that each executive uses as they approach the challenge of how to change the world in a meaningful way.
5 Key Questions to Share Proven Practices for Executive Thinking
My approach was pretty simple. I tried to think of a simple way to capture and distill the essence. I originally went the path of identifying key thinking scenarios (changing perspective, creating ideas, evaluating ideas, making decisions, making meaning, prioritizing ideas, and solving problems) ... and the path of identifying key thinking techniques (blue ocean/strategic profile, PMI, Six Thinking Hats, PQ/PA, BusinessThink, Five Whys, ... etc.) -- but I think just a simple set of 5 key questions was more effective.
These are the five questions I ended up using:
- What frame do you mostly use to evaluate ideas? (for example, one frame is: who's the customer? what's the problem? what's the competition doing? what does success look like?)
- How do you think differently, than other people might, that helps you get a better perspective on the problem?
- How do you think differently, than other people might, that helps you make a better decision?
- What are the top 3 questions you ask yourself the most each day that make the most difference?
- How do you get in your best state of mind or frame of mind for your best thinking?
The insights and lessons learned could fill books, but I thought I would share three of the responses that I tend to use and draw from on a regular basis …
Microsoft Executive #1
1) The dominant framework I like to use for decisions is: how can we best help the customer? Prioritizing the customer is nearly always the right way to make good decisions for the long term. While one has to have awareness of the competition and the like, it usually fails to “follow taillights” excessively. The best lens through which to view the competition is, “how are they helping their customers, and is there anything we can learn from them about how to help our own customers?”
2) I don’t think that there is anything magical about executive thinking. The one thing we hopefully have is a greater breadth and depth of experience on key decisions. We use this experience to discern patterns, and those patterns often help us make good decisions on relatively little data.
3) Same answer as #2.
4) How can we help our customers more? Are we being realistic in our assessments of ourselves, our offerings and the needs of our customers? How can we best execute on delivering customer value?
5) It is key to keep some discretionary time for connecting with customers, studying the competition and the marketplace and “white space thinking.” It is too easy to get caught up on being reactionary to lots of short-term details and therefore lose the time to think about the long term.
Microsoft Executive #2
There are three things that I think about as it relates to leading organizations: Vision, People and Results. Some of the principles in each of these components will apply to any organization, whether the organization's goal is to make profit, achieve strategic objectives, or make non-profit social impact.
In setting the vision and top level objectives, it is very important to pick the right priorities. I like to focus on the big rocks instead of small rocks at the vision-setting stage. In today's world of information overload, it is really easy to get bombarded with too many things needing attention. This can dilute your focus across too many objectives. The negative effect of not having a clear concentrated focus multiplies rapidly across many people when you are running a large organization. So, you need to first ask yourself what are the few ultimate results that are the objectives of your organization and then stay disciplined to focus on those objectives. The ultimate goal might be a single objective or a few, but should not be a laundry list. It is alright to have multiple metrics that are aligned to drive each objective, but the overall objectives themselves should be crisp and focused.
The next step in running an organization is to make sure you have the right people in the right jobs. This starts with first identifying the needs of the business to achieve the vision set out above. Then, I try to figure out what types of roles are needed to meet those needs. What will the organization structure look like? What kind of competencies, that is, attributes, skills, and behaviors, are needed in those roles to meet expected results? If there is a mismatch between the role and the person, it can set up both the employee and the business for failure. So, this is a crucial step in making sure you've a well running organization.
Once you have the right people in the right jobs, I try to make sure that the work environment encourages people to do their best. Selfless leadership, where the leaders have a sense of humility and are committed to the success of the business over their own self, is essential. An inclusive environment where everyone is encouraged to contribute is also a must. People's experience with the organization is for the most part shaped by their interaction with their immediate manager. Therefore, it is very important that a lot of care goes into selecting, encouraging and rewarding people managers who can create a positive environment for their employees.
Finally, the organization needs to produce results towards achieving the vision and the objectives you set out. Do not confuse results with actions. You need to make sure you reward people based on performance towards producing results instead of actions. When setting commitments for people, you need to be thoughtful about what metrics you choose so that you incent the right behavior. This again helps build an environment that encourages people to do their best. Producing results also requires that you've a compelling strategy for the organization. Thus, you need to stay on top of where the market and customers are. This will help you focus your organization's efforts on anticipating customer needs, and proactively taking steps to delight customers. This is necessary to ensure that organization's resources are prioritized towards those efforts that will produce the highest return on investment.
Microsoft Executive #3
- Different situations call for different pivots. That said, I most often start with the customer, as technology is just a tool; ultimately, people are trying to solve problems. I should note, however, that “customer” does not always mean the person who licenses or uses our products and/or services. While they may be the focus, my true “customer” is sometimes the business itself (and its management), a business group, or a government (addressing a policy issue). Often, the problem presented has to be solved in a multi-disciplinary way (e.g., a mixture of policy changes, education, technological innovation, and business process refinements). Think, for example, about protecting children on-line. While technology may help, any comprehensive solution may also involve government laws, parental and child education, a change in website business practices, etc.
- As noted above, the key is thinking in a multi-disciplinary way. People gravitate to what they know; thus the old adage that “if you have a hammer, everything you see is a nail.” Think more broadly about an issue, and a more interesting solution to the customer’s problem may present itself. (Scenario focused engineering works this way too.)
- It is partially about thinking differently (as discussed above), but also about seeking the right counsel. There is an interesting truth about hard Presidential decisions. The more sensitive an issue, the fewer the number of people consulted (because of the sensitivity) and the less informed the decision. Obtaining good counsel – while avoiding the pitfall of paralysis (either because you have yet to speak to everyone on the planet or because there was not universal consensus on what to do next) is the key.
- (1) What is the right thing to do? (This may be harder than it looks because the different customers described above may have different interests. For example, a costly solution may be good for customers but bad for shareholders. A regulatory solution might be convenient for governments but stifle technological innovation.) (2) What unintended consequences might occur? (The best laid plans….). (3) Will the solution be achievable?
- I need quiet time; time to think deeply.
The big things that really stand out for me are using the customer as the North Star, balancing with multi-disciplinary perspectives, evaluating multiple, cascading ramifications, and leading with vision.
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Early on in my Program Management career, I ran into challenges around cutting scope.
The schedule said the project was done by next week, but scope said the project would be done a few months from now.
On the Microsoft patterns & practices team, we optimized around “fix time, flex scope.” This ensured we were on time, on budget. This helped constrain risk. Plus, as soon as you start chasing scope, you become a victim of scope creep, and create a runaway train. It’s better to get smart people shipping on a cadence, and focus on creating incremental value. If the trains leave the station on time, then if you miss a train, you know you can count on the next train. Plus, this builds a reputation for shipping and execution excellence.
And so I would have to cut scope, and feel the pains of impact ripple across multiple dependencies.
Without a simple chunking mechanism, it was a game of trying to cut features and trying to figure out which requirements could be completed and still be useful within a given time frame.
This is where User Stories and System Stories helped.
Stories created a simple way to chunk up value. Stories help us put requirements into a context and a testable outcome, share what good looks like, and estimate our work. So paring stories down is fine, and a good thing, as long as we can still achieve those basic goals.
Stories help us create Cuttable Scope.
They make it easier to deliver value in incremental chunks.
A healthy project start includes a baseline set of stories that help define a Minimum Credible Release, and additional stories that would add additional, incremental value.
It helps create a lot of confidence in your project when there is a clear vision for what your solution will do, along with a healthy path of execution that includes a baseline release, along with a healthy pipeline of additional value, chunked up in the form of user stories that your stakeholders and user community can relate to.
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Ten at Ten are a very simple tool for helping teams stay focused, connected, and collaborate more effectively, the Agile way.
I’ve been leading distributed teams and v-teams for years. I needed a simple way to keep everybody on the same page, expose issues, and help everybody on the team increase their awareness of results and progress, as well as unblock and breakthrough blocking issues.
Why Ten at Ten Meetings?
When people are remote, it’s easy to feel disconnected, and it’s easy to start to feel like different people are just a “black box” or “go dark.”
Ten at Ten Meetings have been my friend and have helped me help everybody on the team stay in sync and appreciate each other’s work, while finding better ways to team up on things, and drive to results, in a collaborative way. I believe I started Ten at Ten Meetings back in 2003 (before that, I wasn’t as consistent … I think 2003 is where I realized a quick sync each day, keeps the “black box” away.)
Overview of Ten at Ten Meetings
I’ve written about Ten at Ten Meetings before in my posts on How To Lead High-Performance Distributed Teams, How I Use Agile Results, Interview on Timeboxing for HBR (Harvard Business Review), Agile Results Works for Teams and Leaders Too, and 10 Free Leadership Tools for Work and Life, but I thought it would be helpful to summarize some of the key information at a glance.
Here is an overview of Ten at Ten Meetings:
This is one of my favorite tools for reducing email and administration overhead and getting everybody on the same page fast. It's simply a stand-up meeting. I tend to have them at 10:00, and I set a limit of 10 minutes. This way people look forward to the meeting as a way to very quickly catch up with each other, and to stay on top of what's going on, and what's important. The way it works is I go around the (virtual) room, and each person identifies what they got done yesterday, what they're getting done today, and any help they need. It's a fast process, although it can take practice in the beginning. When I first started, I had to get in the habit of hanging up on people if it went past 10 minutes. People very quickly realized that the ten minute meeting was serious. Also, as issues came up, if they weren't fast to solve on the fly and felt like a distraction, then we had to learn to take them offline. Eventually, this helped build a case for a recurring team meeting where we could drill deeper into recurring issues or patterns, and focus on improving overall team effectiveness.
3 Steps for Ten at Ten Meetings
Here is more of a step-by-step approach:
- I schedule ten minutes for Monday through Thursday, at whatever time the team can agree to, but in the AM. (no meetings on Friday)
- During the meeting, we go around and ask three simple questions: 1) What did you get done? 2) What are you getting done today? (focused on Three Wins), and 3) Where do you need help?
- We focus on the process (the 3 questions) and the timebox (10 minutes) so it’s a swift meeting with great results. We put issues that need more drill-down or exploration into a “parking lot” for follow up. We focus the meeting on status and clarity of the work, the progress, and the impediments.
You’d be surprised at how quickly people start to pay attention to what they’re working on and on what’s worth working on. It also helps team members very quickly see each other’s impact and results. It also helps people raise their bar, especially when they get to hear and experience what good looks like from their peers.
Most importantly, it shines the light on little, incremental progress, and, if you didn’t already know, progress is the key to happiness in work and life.
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Before the Cloud, there was a lot of focus on deployment, as if deployment was success.
Once you shipped the project, it was time to move on to the next project. And project success was measured in terms of “on time” and “on budget.” If you could deploy things quickly, you were a super shipper.
Of course, what we learned was that if you simply throw things over the wall and hope they stick, it’s not very successful.
"If you build it" ... users don't always come.
It was easy to confuse shipping projects on time and on budget with business impact.
But let's compound the problem.
The Development Hump
The big hump of software development was the hump in the middle—A big development hump. And that hump was followed by a big deployment hump (installing software, fixing issues, dealing with deployment hassles, etc.)
So not only were development cycles long, but deployment was tough, too.
Because development cycles were long, and deployment was so tough, it was easy to confuse effort for value.
Cloud Changes the Hump
Now, let's turn it around.
With the Cloud, deployment is simplified. You can reach more users, and it's easier to scale. And it's easier to be available 24x7.
Add Agile to the mix, and people ship smaller, more frequent releases.
So with smaller, more-frequent releases, and simpler deployment, some software teams have turned into shipping machines.
The Cloud shrinks the development and deployment humps.
So now the game is a lot more obvious.
Deployment doesn't mark the finish. It starts the game.
The real game of software success is adoption.
The Adoption Hump is Where the Benefits Are
If you picture the old IT project hump, where there is a long development cycle in the middle, now it's shorter humps in the middle.
The big hump is now user adoption.
It’s not new. It was always there. But the adoption hump was hidden beyond the development and deployment humps, and simply written off as “Value Leakage.”
And if you made it over the first two humps, since most projects did not plan or design for adoption, or allocate any resources or time, adoption was mostly an afterthought.
And so the value leaked.
But the adoption hump is where the business benefits are. The ROI is sitting there, gathering dust, in our "pay-for-play" world. The value is simply waiting to be released and unleashed.
Software solutions are sitting idle waiting for somebody to realize the value.
Accelerate Value by Accelerating Adoption
All of the benefits to the business are locked up in that adoption hump. All of the benefits around how users will work better, faster, or cheaper, or how you will change the customer interaction experience, or how back-office systems will be better, faster, cheaper ... they are all locked up in that adoption hump.
As I said before, the key to Value Realization is adoption.
So if you want to realize more value, drive more user adoption.
And if you want to accelerate value, then accelerate user adoption.
In Essence …
In a Cloud world, the original humps of design, development, and deployment shrink. But it’s not just time and effort that shrink. Costs shrink, too. With online platforms to build on (Infrastructure as a Service, Platforms as a Service, and Software as a Service), you don’t have to start from scratch or roll your own. And if you adopt a configure before customize mindset, you can further reduce your costs of design and development.
Architecture moves up the stack from basic building blocks to composition.
And adoption is where the action is.
What was the afterthought in the last generation of solutions, is now front and center.
In the new world, adoption is a planned spend, and it’s core to the success of the planned value delivery.
If you want to win the game, think “Adoption-First.”
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So, if you have a bunch of smart people, a bunch of bright ideas, and everybody wants to talk at the same time ... what do you do?
Or, you have a bunch of smart people, but they are quiet and nobody is sharing their bright ideas, and the squeaky wheel gets the oil ... what do you do?
Whenever you get a bunch of smart people together to change the world it helps to have some proven practices for better results.
One of the techniques a colleague shared with me recently is Method 635. It stands for six participants, three ideas, and five rounds of supplements.
He's used Method 635 successfully to get a large room of smart people to brainstorm ideas and put their top three ideas forward.
Here's how he uses Method 635 in practice.
- Split the group into 6 people per table (6 people per team or table).
- Explain the issue or challenge to the group, so that everybody understands it. Each group of 6 writes down 3 solutions to the problem (5 minutes).
- Go five rounds (5 minutes per round). During each round, pass the ideas to the participant's neighbor (one of the other participants). The participant's neighbor will add three additional ideas or modify three of the existing ones.
- At the end of the five rounds, each team votes on their top three ideas (5 minutes.) For example, you can use “impact” and “ability to execute” as criteria for voting (after all, who cares about good ideas that can't be done, and who cares about low-value ideas that can easily be executed.)
- Each team presents their top three ideas to the group. You could then vote again, by a show of hands, on the top three ideas across the teams of six.
The outcome is that each person will see the original three solutions and contribute to the overall set of ideas.
By using this method, if each of the 5 rounds is 5 minutes, and if you take 10 minutes to start by explaining the issue, and you give teams 5 minutes to write down their initial set of 3 ideas, and then another 5 minutes at the end to vote, and another 5 minutes to present, you’ve accomplished a lot within an hour. Voices were heard. Smart people contributed their ideas and got their fingerprints on the solutions. And you’ve driven to consensus by first elaborating on ideas, while at the same time, driving to convergence and allowing refinement along the way.
All in a good day’s work, and another great example of how structuring an activity, even loosely structuring an activity, can help people bring out their best.
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I was flipping back over the past year and reflecting on the high-value activities that I’ve seen across various Enterprise customers. I think the high-value activities tend to be some variation of the following:
- Customer interaction (virtual, remote, connect with experts)
- Product innovation and ideation.
- Work from anywhere on any device.
- Comprehensive and cross-boundary collaboration (employees, customers, and partners.)
- Connecting with experts.
- Operational intelligence (predictive analytics, predictive maintenance)
- Cross-sell / up-sell and real-time marketing.
- Development and ALM in the Cloud.
- Protecting information and assets.
- Onboarding and enablement.
At first I was thinking of Porter’s Value Chain (Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, Services), which do help identify where the action is. Next, I was reviewing how when we drive big changes with a customer, it tends to be around changing the customer experience, or changing the employee experiences, or changing the back-office and systems experiences.
You can probably recognize how the mega-trends (Cloud, Mobile, Social, and Big Data) influence the activities above, as well as some popular trends like Consumerization of IT.
High-Value Activities in the Enterprise from the Microsoft “Transforming Our Company” Memo
I also found it helpful to review the original memo from July 11, 2013 titled Transforming Our Company. Below are some of my favorite sections from the memo:
“We will engage enterprise on all sides — investing in more high-value activities for enterprise users to do their jobs; empowering people to be productive independent of their enterprise; and building new and innovative solutions for IT professionals and developers. We will also invest in ways to provide value to businesses for their interactions with their customers, building on our strong Dynamics foundation.
Specifically, we will aim to do the following:
Facilitate adoption of our devices and end-user services in enterprise settings. This means embracing consumerization of IT with the vigor we pursued in the initial adoption of PCs by end users and business in the ’90s. Our family of devices must allow people to be more productive, and for them to easily use our devices for work.
Extend our family of devices and services for enterprise high-value activities. We have unique expertise and capacity in this space.
Information assurance. Going forward this will be an area of critical importance to enterprises. We are their trusted partners in this space, and we must continue to innovate for them against a changing security and compliance landscape.
IT management. With more IT delivered as services from the cloud, the function of IT itself will be reimagined. We are best positioned to build the tools and training for that new breed of IT professional.
Big data insight. Businesses have new and expanded needs and opportunities to generate, store and use their own data and the data of the Web to better serve customers, make better decisions and design better products. As our customers’ online interactions with their customers accelerate, they generate massive amounts of data, with the cloud now offering the processing power to make sense of it. We are well-positioned to reimagine data platforms for the cloud, and help unlock insight from the data.
Customer interaction. Organizations today value most those activities that help them fully understand their customers’ needs and help them interact and communicate with them in more responsive and personalized ways. We are well-positioned to deliver services that will enable our customers to interact as never before — to help them match their prospects to the right products and services, derive the insights so they can successfully engage with them, and even help them find and create brand evangelists.
Software development. Finally, developers will continue to write the apps and sites that power the world, and integrate to solve individual problems and challenges. We will support them with the simplest turnkey way to build apps, sites and cloud services, easy integration with our products, and innovation for projects of every size.”
A Story of High-Value Activities in Action
If you can’t imagine what high-value activities look like, or what business transformation would look like, then have a look at this video:
Nedbank was a brick-and-mortar bank that wanted to go digital and, not just catch up to the Cloud world, but leap frog into the future. According to the video description, “Nedbank initiated a program called the Integrated Channel Strategy, focusing on client centered banking experiences using Microsoft Lync. The client experience is integrated and aligned across all channels and seeks to bring about efficiencies for the bank. Video banking with Microsoft Lync gives Nedbank a competitive advantage.”
The most interesting thing about the video is not just what’s possible, but that’s it’s real and happening.
They set a new bar for the future of digital banking.
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It’s long over-do, but I finally wrote up my 10 Big Ideas from the 7 Habits of Highly Effective People.
What can I say … the book is a classic.
I remember when my Dad first recommended that I read The 7 Habits of Highly Effective People long ago. In his experience, while Tony Robbins was more focused on Personality Ethic, Stephen Covey at the time was more focused on Character Ethic. At the end of the day, they are both complimentary, and one without the other is a failed strategy.
While writing 10 Big Ideas from the 7 Habits of Highly Effective People, I was a little torn on what to keep in and what to leave out. The book is jam packed with insights, powerful patterns, and proven practices for personal change. I remembered reading about the Law of the Harvest, where you reap what you sow. I remembered reading about how to think Win/Win, and how that helps you change the game from a scarcity mentality to a mindset of abundance. I remembered reading about how we can move up the stack in terms of time management if we focus less on To Dos and more on relationships and results. I remembered reading about how if we want to be heard, we need to first seek to understand.
The 7 Habits of Highly Effective People is probably one of the most profound books on the planet when it comes to personal change and empowerment.
It’s full of mental models and big ideas.
What I really like about Covey’s approach is that he bridged work and life. Rather than splinter our lives, Covey found a way to integrate our lives more holistically, to combine our personal and professional lives through principles that empower us, and help us lead a more balanced life.
Here is a summary list of 10 Big Ideas from the 7 Habits of Highly Effective People:
- The Seven Habits Habits of Effectiveness.
- The Four Quadrants of Time Management.
- Character Ethic vs. Personality Ethic
- Increase the Gap Between Stimulus and Response.
- All Things are Created Twice.
- The Five Dimensions of Win/Win.
- Expand Your Circle of Influence.
- Principle-Centered Living.
- Four Generations of Time Management.
- Make Meaningful Deposits in the Emotional Bank Account.
In my post, I’ve summarized each one and provided one of my favorite highlights from the book that brings each idea to life.
A Minimum Credible Release, or MCR, is simply the minimal set of user stories that need to be implemented in order for the product increment to be worth releasing.
I don’t know exactly when Minimum Credible Release became an established practice, but I do know that we were using Minimum Credible Release as a concept back in the early 2000’s on the Microsoft patterns & practices team. It’s how we defined the minimum scope for our project releases.
The value of the Minimum Credible Release is that it provides a baseline for the team to focus on so they can ship. It’s a metaphorical “finish line.” This is especially important when the team gets into the thick of things, and you start to face scope creep.
The Minimum Credible Release is also a powerful tool when it comes to communicating to stakeholders what to expect. If you want people to invest, they need to know what to expect in terms of the minimum bar that they will get for their investment.
The Minimum Credible Release is also the hallmark of great user experience in action. It takes great judgment to define a compelling minimal release.
A sample is worth a thousand words, so here is a visual way to think about this.
Let’s say you had a pile of prioritized user stories, like this:
You would establish a cut line for your minimum release:
Note that this is an over-simplified example to keep the focus on the idea of a list of user stories with a cut line.
And the art part is in where and how you draw the line for the release.
While you would think this is such a simple, obvious, and high-value practice, not everybody does it.
All too often there are projects that run for a period of time without a defined Minimum Credible Release. They often turn into never-ending projects or somebody’s bitter disappointment. If you get agreement with users about what the Minimum Credible Release will be, you have a much better chance of making your users happy. This goes for stakeholders, too.
There is another concept that, while related, I don’t think it’s the same thing.
It’s Minimum Viable Product, or MVP.
Here is what Eric Ries, author of The Lean Startup, says about the Minimum Viable Product:
“The idea of minimum viable product is useful because you can basically say: our vision is to build a product that solves this core problem for customers and we think that for the people who are early adopters for this kind of solution, they will be the most forgiving. And they will fill in their minds the features that aren’t quite there if we give them the core, tent-pole features that point the direction of where we’re trying to go.
So, the minimum viable product is that product which has just those features (and no more) that allows you to ship a product that resonates with early adopters; some of whom will pay you money or give you feedback.”
And, here is what Josh Kaufman, author of The Personal MBA, has to say about the Minimum Viable Product:
“The Lean Startup provides many strategies for validating the worth of a business idea. One core strategy is to develop a minimum viable product – the smallest offer you can create that someone will actually buy, then offer it to real customers. If they buy, you’re in good shape. If your original idea doesn’t work, you simply ‘pivot’ and try another idea.”
So if you want happier users, better products, reduced risk, and more reliable releases, look to Minimum Credible Releases and Minimum Viable Products.
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Continuous Value Delivery helps businesses realize the benefits from their technology investments in a continuous fashion.
Businesses these days expect at least quarterly results from their technology investments. The beauty is, with Continuous Value Delivery they can get it, too.
Continuous Value Delivery is a practice that makes delivering user value and business value a rapid, reliable, and repeatable process. It’s a natural evolution from Continuous Integration and Continuous Delivery. Continuous Value Delivery simply adds a focus on Value Realization, which addresses planning for value, driving adoption, and measuring results.
But let’s take a look at the evolution of software practices that have made it possible to provide Continuous Value Delivery in our Cloud-first, mobile-first world.
Long before there was Continuous Value Delivery, there was Continuous Integration …
Continuous Integration is a software development practice where team members integrate their work frequently. The goal of Continuous Integration is to reduce and prevent integration problems. In Continuous Integration, each integration is verified against tests.
Then, along came, Continuous Delivery …
Continuous Delivery extended the idea of Continuous Integration to automate and improve the process of software delivery. With Continuous Delivery, software checked in on the mainline is always ready for release. When you combine automated testing, Continuous Integration, and Continuous Delivery, it's possible to push out updates, fixes, and new releases to customers with lower risk and minimal manual overhead.
Continuous Delivery changes the model from a big bang approach, where software is shipped at the end of a long project cycle, to where software can be iteratively and incrementally shipped along the way.
This set the stage for Continuous Value Delivery …
Continuous Value Delivery
Continuous Value Delivery puts a focus on Value Realization as a first-class citizen.
To be able to ship value on a continuous basis, you need to have a simple way to have a simple mechanism for units of value. Scenarios and stories are an effective way to chunk and carve up value into useful increments. Scenario and stories also help with driving adoption.
For Continuous Value Delivery, you also need a way to "pull" value, as well as "push" value. Kanbans provide an easy way to visualize the flow of value, and support a “pull” mechanism and reinforce “the voice of the customer.” User stories provide an easy way to create a backlog or catalog of potential value, that you can “push” based on priorities and user demand.
Businesses that are making the most of their technology investments are linking scenarios, backlogs, and Kanbans to their value chains and their value streams.
Value Planning Enables Continuous Value Delivery
If you want to drive continuous value to the business, then you need to plan for it. As part of value planning, you need to identify key stakeholders in the business. With the stakeholders you need to identify the business benefits that they care about, along with the KPIs and value measures that they care about.
At this stage, you also want to identify who in the business will be responsible for collecting the data and reporting the value.
Adoption is the Key to Value Realization
Adoption is the key component of Continuous Value Delivery. After all, if you release new features, but nobody uses them, then the users won't get the new benefits. In order to realize the value, users need to use the new features and actually change their behaviors.
So while deployment was the old bottleneck, adoption is the new bottleneck.
Users and the business can only absorb so much value at once. In order to flow more value, you need to reduce friction around adoption, and drive consumption of technology. You can do this through effective adoption planning, user readiness, communication plans, and measurement.
Value Measurement and Reporting
To close the loop, you want the business to acknowledge the delivery of value. That’s where measurement and reporting come in.
From a measurement standpoint, you can use adoption and usage metrics to better understand what's being used and how much. But that’s only part of the story.
To connect the dots back to the business impact, you need to measure changes in behavior, such as what people have stopped doing, started doing, and continue doing. This will be an indicator of benefits being realized.
Ultimately, to show the most value to the business, you need to move the benefits up the stack. At the lowest level, you can observe the benefits, by simply observing the changes in behavior. If you can observe the benefits, then you should be able to measure the benefits. And if you can measure the benefits, then you should be able to quantify the benefits. And if you can quantify the benefits, then you should be able to associate some sort of financial amount that shows how things are being done better, faster, or cheaper.
The value reporting exercise should help inform and adjust any value planning efforts. For example, if adoption is proving to be the bottleneck, now you can drill into where exactly the bottleneck is occurring and you can refocus efforts more effectively.
Plan, Do, Check, Act
In essence, your value realization loop is really a cycle of plan, do, check, act, where value is made explicit, and it is regarded as a first-class citizen throughout the process of Continuous Value Delivery.
That’s a way better approach than building solutions and hoping that value will come or that you’ll stumble your way into business impact.
As history shows, too many projects try to luck their way into value, and it’s far better to design for it.
A Sprint is simply a unit of development in Scrum. The idea is to provide a working increment of the solution at the end of the Sprint, that is potentially shippable.
It’s a “timeboxed” effort. This helps reduce risk as well as support a loop of continuous learning. For example, a team might work in 1 week, 2 week or 1 month sprints. At the end of the Sprint, you can review the progress, and make any necessary adjustments to improve for the next Sprint.
In the business arena, we can think in terms of Value Sprints, where we don’t want to stop at just shipping a chunk of value.
Just shipping or deploying software and solutions does not lead to adoption.
And that’s how software and IT projects fall down.
With a Value Sprint, we want to do a add a few specific things to the mix to ensure appropriate Value Realization and true benefits delivery. Specifically, we want to integrate Value Planning right up front, and as part of each Sprint. Most importantly, we want to plan and drive adoption, as part of the Value Sprint.
If we can accelerate adoption, then we can accelerate time to value.
And, of course, we want to report on the value as part of the Value Sprint.
In practice, our field tells us that Value Sprints of 6-8 weeks tend to work well with the business. Obviously, the right answer depends on your context, but it helps to know what others have been doing. The length of the loop depends on the business cadence, as well as how well adoption can be driven in an organization, which varies drastically based on ability to execute and maturity levels. And, for a lot of businesses, it’s important to show results within a quarterly cycle.
But what’s really important is that you don’t turn value into a long winded run, or a long shot down the line, and that you don’t simply hope that value happens.
Through Value Sprints and Continuous Value Delivery you can create a sustainable approach where the business can realize the value from it’s technology investments in a sustainable and more reliable way for real business results.
And that’s how you win in the game of software today.
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What if your work could be your ultimate platform? … your ultimate channel for your growth and greatness?
We spend a lot of time at work.
For some people, work is their ultimate form of self-expression.
For others, work is a curse.
Nobody stops you from using work as a chance to challenge yourself, to grow your skills, and become all that you’re capable of.
But that’s a very different mindset than work is a place you have to go to, or stuff you have to do.
When you change your mind, you change your approach. And when you change your approach, you change your results. But rather than just try to change your mind, the ideal scenario is to expand your mind, and become more resourceful.
You can do so with quotes.
Grow Your “Work Intelligence” with Inspirational Work Quotes
In fact, you can actually build your “work intelligence.”
Here are a few ways to think about “intelligence”:
- the ability to learn or understand things or to deal with new or difficult situations (Merriam Webster)
- the more distinctions you have for a given concept, the more intelligence you have
In Rich Dad, Poor Dad, Robert Kiyosaki, says, “intelligence is the ability to make finer distinctions.” And, Tony Robbins, says “intelligence is the measure of the number and the quality of the distinctions you have in a given situation.”
If you want to grow your “work intelligence”, one of the best ways is to familiarize yourself with the best inspirational quotes about work.
By drawing from wisdom of the ages and modern sages, you can operate at a higher level and turn work from a chore, into a platform of lifelong learning, and a dojo for personal growth, and a chance to master your craft.
You can use inspirational quotes about work to fill your head with ideas, distinctions, and key concepts that help you unleash what you’re capable of.
To give you a giant head start and to help you build a personal library of profound knowledge, here are two work quotes collections you can draw from:
10 Distinct Ideas for Thinking About Your Work
Let’s practice. This will only take a minute, and if you happen to hear the right words, which are the keys for you, your insight or “ah-ha” can be just the breakthrough that you needed to get more of your work, and, as a result, more out of life (or at least your moments.)
Here is a sample of distinct ideas and depth that you use to change how you perceive your work, and/or how you do your work:
- “Either write something worth reading or do something worth writing.” — Benjamin Franklin
- “You don’t get paid for the hour. You get paid for the value you bring to the hour.” — Jim Rohn
- “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.” — Steve Jobs
- “Measuring programming progress by lines of code is like measuring aircraft building progress by weight.” -- Bill Gates
- “We must each have the courage to transform as individuals. We must ask ourselves, what idea can I bring to life? What insight can I illuminate? What individual life could I change? What customer can I delight? What new skill could I learn? What team could I help build? What orthodoxy should I question?” – Satya Nadella
- “My work is a game, a very serious game.” — M. C. Escher
- “Hard work is a prison sentence only if it does not have meaning. Once it does, it becomes the kind of thing that makes you grab your wife around the waist and dance a jig.” — Malcolm Gladwell
- “The test of the artist does not lie in the will with which he goes to work, but in the excellence of the work he produces.” -- Thomas Aquinas
- “Are you bored with life? Then throw yourself into some work you believe in with all you heart, live for it, die for it, and you will find happiness that you had thought could never be yours.” — Dale Carnegie
- “I like work; it fascinates me. I can sit and look at it for hours.” -– Jerome K. Jerome
For more ideas, take a stroll through my inspirational work quotes.
As you can see, there are lots of ways to think about work and what it means. At the end of the day, what matters is how you think about it, and what you make of it. It’s either an investment, or it’s an incredible waste of time. You can make it mundane, or you can make it matter.
The Pleasant Life, The Good Life, and The Meaningful Life
Here’s another surprise about work. You can use work to live the good life. According to Martin Seligman, a master in the art and science of positive psychology, there are three paths to happiness:
- The Pleasant Life
- The Good Life
- The Meaningful Life
In The Pleasant Life, you simply try to have as much pleasure as possible. In The Good Life, you spend more time in your values. In The Meaningful Life, you use your strengths in the service of something that is bigger than you are.
There are so many ways you can live your values at work and connect your work with what makes you come alive.
There are so many ways to turn what you do into service for others and become a part of something that’s bigger than you.
If you haven’t figured out how yet, then dig deeper, find a mentor, and figure it out.
You spend way too much time at work to let your influence and impact fade to black.
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Personas and scenario can be a powerful tool for driving adoption and business value realization.
All too often, people deploy technology without fully understanding the users that it’s intended for.
Worse, if the technology does not get used, the value does not get realized.
Keep in mind that the value is in the change.
The change takes the form of doing something better, faster, cheaper, and behavior change is really the key to value realization.
If you deploy a technology, but nobody adopts it, then you won’t realize the value. It’s a waste. Or, more precisely, it’s only potential value. It’s only potential value because nobody has used it to change their behavior to be better, faster, or cheaper with the new technology.
In fact, you can view change in terms of behavior changes:
What should users START doing or STOP doing, in order to realize the value?
Behavior change becomes a useful yardstick for evaluating adoption and consumption of technology, and significant proxy for value realization.
What is a Persona?
I’ve written about personas before in Actors, Personas, and Roles, MSF Agile Persona Template, and Personas at patterns & practices, and Microsoft Research has a whitepaper called Personas: Practice and Theory.
A persona, simply defined is a fictitious character that represents user types. Personas are the “who” in the organization. You use them to create familiar faces and to inspire project teams to know their clients as well as to build empathy and clarity around the user base.
Using personas helps characterize sets of users. It’s a way to capture and share details about what a typical day looks like and what sorts of pains, needs, and desired outcomes the personas have as they do their work.
You need to know how work currently gets done so that you can provide relevant changes with technology, plan for readiness, and drive adoption through specific behavior changes.
Using personas can help you realize more value, while avoiding “value leakage.”
What is a Scenario?
When it comes to users, and what they do, we're talking about usage scenarios. A usage scenario is a story or narrative in the form of a flow. It shows how one or more users interact with a system to achieve a goal.
You can picture usage scenarios as high-level storyboards. Here is an example:
In fact, since scenario is often an overloaded term, if people get confused, I just call them Solution Storyboards.
To figure out relevant usage scenarios, we need to figure out the personas that we are creating solutions for.
Workforce Analysis with Personas
In practice, you would segment the user population, and then assign personas to the different user segments. For example, let’s say there are 20,000 employees. Let’s say that 3,000 of them are business managers, let’s say that 6,000 of them are sales people. Let’s say that 1,000 of them are product development engineers. You could create a persona named Mary to represent the business managers, a persona named Sally to represent the sales people, and a persona named Bob to represent the product development engineers.
This sounds simple, but it’s actually powerful. If you do a good job of workforce analysis, you can better determine how many users a particular scenario is relevant for. Now you have some numbers to work with. This can help you quantify business impact. This can also help you prioritize. If a particular scenario is relevant for 10 people, but another is relevant for 1,000, you can evaluate actual numbers.
|Persona 1 |
|Persona 2 |
|Persona 3 |
|Persona 4 |
|Persona 5 |
Analyzing a Persona
Let’s take Bob for example. As a product development engineer, Bob designs and develops new product concepts. He would love to collaborate better with his distributed development team, and he would love better feedback loops and interaction with real customers.
We can drill in a little bit to get a get a better picture of his work as a product development engineer.
Here are a few ways you can drill in:
- A Day in the Life – We can shadow Bob for a day and get a feel for the nature of his work. We can create a timeline for the day and characterize the types of activities that Bob performs.
- Knowledge and Skills - We can identify the knowledge Bob needs and the types of skills he needs to perform his job well. We can use this as input to design more effective readiness plans.
- Enabling Technologies – Based on the scenario you are focused on, you can evaluate the types of technologies that Bob needs. For example, you can identify what technologies Bob would need to connect and interact better with customers.
Another approach is to focus on the roles, responsibilities, challenges, work-style, needs and wants. This helps you understand which solutions are appropriate, what sort of behavior changes would be involved, and how much readiness would be required for any significant change.
At the end of the day, it always comes down to building empathy, understanding, and clarity around pains, needs, and desired outcomes.
Persona Creation Process
Here’s an example of a high-level process for persona creation:
- Kickoff workshop
- Interview users
- Create skeletons
- Validate skeletons
- Create final personas
- Present final personas
Doing persona analysis is actually pretty simple. The challenge is that people don’t do it, or they make a lot of assumptions about what people actually do and what their pains and needs really are. When’s the last time somebody asked you what your pains and needs are, or what you need to perform your job better?
A Story of Using Personas to Create the Future of Digital Banking
In one example I know of a large bank that transformed itself by focusing on it’s personas and scenarios.
It started with one usage scenario:
Connect with customers wherever they are.
This scenario was driven from pain in the business. The business was out of touch with customers, and it was operating under a legacy banking model. This simple scenario reflected an opportunity to change how employees connect with customers (though Cloud, Mobile, and Social).
On the customer side of the equation, customers could now have virtual face-to-face communication from wherever they are. On the employee side, it enabled a flexible work-style, helped employees pair up with each other for great customer service, and provided better touch and connection with the customers they serve.
And in the grand scheme of things, this helped transform a brick-and-mortar bank to a digital bank of the future, setting a new bar for convenience, connection, and collaboration.
Here is a video that talks through the story of one bank’s transformation to the digital banking arena:
In the video, you’ll see Blessing Sibanyoni, one of Microsoft’s Enterprise Architects in action.
If you’re wondering how to change the world, you can start with personas and scenarios.
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An Enterprise Architect can have a tough job when it comes to driving value to the business. With multiple stakeholders, multiple moving parts, and a rapid rate of change, delivering value is tough enough. But what if you want to accelerate value and maximize business impact?
Enterprise Architects can borrow a few concepts from the Agile world to be much more effective in today’s world.
A Look Back at How Agile Helped Connect Development to Business Impact …
First, let’s take a brief look at traditional development and how it evolved. Traditionally, IT departments focused on delivering value to the business by shipping big bang projects. They would plan it, build it, test it, and then release it. The measure of success was on time, on budget.
Few projects ever shipped on time. Few were ever on budget. And very few ever met the requirements of the business.
Then along came Agile approaches and they changed the game.
One of the most important ideas was a shift away from thick requirements documentation to user stories. Developers got customers telling stories about what they wanted the future solution to do. For example, a user story for a sale representative might look like this:
“As a sales rep, I want to see my customer’s account information so that I can identify cross-sell and upsell opportunities.”
The use of user stories accomplished several things. First, user stories got the development teams talking to the business users. Rather than throwing documents back and forth, people started having face-to-face communication to understand the user stories. Second, user stories helped chunk bigger units of value down into smaller units of value. Rather than a big bang project where all the value is promised at the end of some long development cycle, a development team could now ship the solution in increments, where each increment was a prioritized set of stories. The user stories effectively create a shared language for value.
Third, it made it easier to test the delivery of value. Now the user and the development team could test the solution against the user stories and acceptance criteria. If the story met acceptance criteria, the user would acknowledge that the value was delivered. In this way, the user stories created both a validation mechanism and a feedback loop for delivering and acknowledging value.
In the Agile world, bigger stories are called epics, and collections of stories are called themes. Often a story starts off as an epic until it gets broken down into multiple stories. What’s important here is that the collections of stories serve as a catalog of potential value. Specifically, this catalog of stories reflects potential value with real stakeholders. In this way, Agile helps drive customer focus and customer connection. It’s really effective stakeholder management in action.
Agile approaches have been used in software projects large and small. And they’ve forever changed how developers and project managers approach projects.
A Look at How Agile Can Help Enterprise Architecture Accelerate Business Value …
But how does this apply to Enterprise Architects?
As an Enterprise Architect, chances are you are responsible for achieving business outcomes. You do this by driving business transformation. The way you achieve business transformation is through driving capability change including business, people, and technical capabilities.
That’s a tall order. And you need a way to chunk this up and make it meaningful to all the parties involved.
The Power of Scenarios as Units of Value for the Enterprise
This is where scenarios come into play. Scenarios are a simple way to capture pains, needs and desired outcomes. You can think of the desired outcome as the future capability vision. It’s really a story that helps articulate the art of the possible. More precisely, you can use scenarios to help build empathy with stakeholders for what value will look like, by painting a conceptual scene of the future.
An Enterprise scenario is simply a chunk of organizational change, typically about 3-5 business capabilities, 3-5 people capabilities, and 3-5 technical capabilities.
If that sounds like a lot of theory, let’s step into an example to show what it looks like in practice.
Let’s say you’re in a situation where you need to help a healthcare provider change their business.
You can come up with a lot of scenarios, but it helps to start with the pains and needs of the business owner. Otherwise, you might start going through a bunch of scenarios for the patients or for the doctors. In this case, the business owner would be the Chief Medical Officer or the doctor of doctors.
Scenario: Tele-specialist for Healthcare
If we walk the pains, needs, and desired outcomes of the Chief Medical Officer, we might come up with a scenario that looks something like this, where the CURRENT STATE reflects the current pains, and needs, and the FUTURE STATE reflects the desired outcome.
Here is an example of the CURRENT STATE portion of the scenario:
The Chief Medical Officer of Contoso Provider is struggling with increased costs and declining revenues. Costs are rising due to the Affordable Healthcare Act regulatory compliance requirements and increasing malpractice insurance premiums. Revenue is declining due to decreasing medical insurance payments per claim.
Here is an example of the FUTURE STATE portion of the scenario:
Doctors can consult with patients, peers, and specialists from anywhere. Contoso provider's doctors can see more patients, increase accuracy of first time diagnosis, and grow revenues.
Storyboard for the Future Capability Vision
It helps to be able to picture what the Future Capability Vision might look like. That’s where storyboarding can come in. An Enterprise Architect can paint a simple scene of the future with a storyboard that shows the Future Capability Vision in action. This practice lends itself to whiteboarding, and the beauty of a whiteboard is you can quickly elaborate where you need to, without getting mired in details.
As you can see in this example storyboard of the Future Capability Vision, we listed out some business benefits, which we could then drill-down into relevant KPIs and value measures. We’ve also outlines some building blocks required for this Future Capability Vision in the form of business capabilities and technical capabilities.
Now this simple approach accomplishes a lot. It helps ensure that any technology solution actually connects back to business drivers and pains that a business decision maker actually cares about. This gets their fingerprints on the solution concept. And it creates a simple “flashcard” for value. If we name the Enterprise scenario well, then we can use it as a handle to get back to the story we created with the business of a better future.
The obvious thing this does, aside from connecting IT to the business, is it helps the business justify any investment in IT.
And all we did was walk through one Enterprise Scenario.
But there is a lot more value to be found in the Enterprise. We can literally explore and chunk up the value in the Enterprise if we take a step back and add another tool to our toolbelt: the Scenario Chain.
Scenario Chain: Chaining the Industry Scenarios to Enterprise Scenarios
The Scenario Chain is another powerful conceptual visualization tool. It helps you quickly map out what’s happening in the marketplace in terms of industry drivers or industry scenarios. You can then identify potential investment objectives. These investment objectives lead to patterns of value or patterns of solutions in the Enterprise, which are effectively Enterprise scenarios. From the Enterprise scenarios, you can then identify relevant usage scenarios. The usage scenarios effectively represent new ways of working for the employees, or new interaction models with customers, which is effectively a change to your value stream.
With one simple glance, the Scenario Chain is a bird’s-eye view of how you can respond to the changing marketplace and how you can transform your business. And, by using Enterprise scenarios, you can chunk up the change into meaningful units of value that reflect pains, needs, and desired outcomes for the business. And, because you have the fingerprints of stakeholders from both business and IT, you’ve effectively created a shared vision for the future, that has business impact, a justification for investment, and it creates a pull-through mechanism for additional value, by driving the adoption of the usage scenarios.
Let’s elaborate on adoption and how scenarios can help accelerate business value.
Using Scenario to Drive Adoption and Accelerate Business Value
Driving adoption is a key way to realize the business value. If nobody adopts the solution, then that’s what Gartner would call “Value Leakage.” Value Realization really comes down to governance, measurement, and adoption.
With scenarios at your fingertips, you have a powerful way to articulate value, justify business cases, drive business transformation, and accelerate business value. The key lies in using the scenarios as a unit of value, and focusing on scenarios as a way to drive adoption and change.
Here are three ways you can use scenarios to drive adoption and accelerate business value:
1. Accelerate Business Adoption
One of the ways to accelerate business value is to accelerate adoption. You can use scenarios to help enumerate specific behavior changes that need to happen to drive the adoption. You can establish metrics and measures around specific behavior changes. In this way, you make adoption a lot more specific, concrete, intentional, and tangible.
This approach is about doing the right things, faster.
2. Re-Sequence the Scenarios
Another way to accelerate business value is to re-sequence the scenarios. If your big bang is way at the end (way, way at the end), no good. Sprinkle some of your bangs up front. In fact, a great way to design for change is to build rolling thunder. Put some of the scenarios up front that will get people excited about the change and directly experiencing the benefits. Make it real.
The approach is about putting first things first.
3. Identify Higher Value Scenarios
The third way to accelerate business value is to identify higher-value scenarios. One of the things that happens along the way, is you start to uncover potential scenarios that you may not have seen before, and these scenarios represent orders of magnitude more value. This is the space of serendipity. As you learn more about users and what they value, and stakeholders and what they value, you start to connect more dots between the scenarios you can deliver and the value that can be realized (and therefore, accelerated.)
This approach is about trading up for higher value and more impact.
As you can see, Enterprise Architects can drive business value and accelerate business value realization by using scenarios and storyboarding. It’s a simple and agile approach for connecting business and IT, and for shaping a more Agile Enterprise.
I’ll share more on this topic in future posts. Value Realization is an art and a science and I’d like to reduce the gap between the state of the art and the state of the practice.
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“Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.” —Steve Jobs
What does it take to create a company where everybody gives their best where they have their best to give?
It takes empathy.
It also takes encouraging people to be zestful, zany, and zealous.
It takes bridging the gap between the traits that make people come alive, and the traits that traditional management practices value.
In the book The Future of Management, Gary Hamel walks through what it takes to create a company where everyone gives their best so that employees thrive and companies create sustainable competitive advantage.
Resilience and Creativity: The Traits that Differentiate Human Beings from Other Species
Resilience and creativity are what separate us from the pack.
“Ask your colleagues to describe the distinguishing characteristics of your company, and few are likely to mention adaptability and inventiveness. Yet if you ask them to make a list of the traits that differentiate human beings from other species, resilience and creativity will be near the top of the list. We see evidence of these qualities every day -- in ourselves and in those around us. “
We Work for Organizations that Aren't Very Human
People are adaptive and creative, but they often work for organizations that are not.
“All of us know folks who've switched careers in search of new challenges or a more balanced life. We know people who've changed their consumption habits for the sake of the planet. We have friends and relatives who've undergone a spiritual transformation, or risen to the demands of parenthood, or overcome tragedy. Every day we meet people who write blogs, experiment with new recipes, mix up dance tunes, or customize their cars. As human beings, we are amazingly adaptable and creative, yet most of us work for companies that are not. In other words, we work for organizations that aren't very human.”
Modern Organizations Deplete Natural Resilience and Creativity
Why do so many organizations underperform? They ignore or devalue the capabilities that make us human.
“There seems to be something in modern organizations that depletes the natural resilience and creativity of human beings, something that literally leaches these qualities out of employees during daylight hours. The culprit? Management principles and processes that foster discipline, punctuality, economy, rationality, and order, yet place little value on artistry, nonconformity, originality, audacity, and élan. To put it simply, most companies are only fractionally human because they make room for only a fraction of the qualities and capabilities that make us human. Billions of people show up for work every day, but way too many of them are sleepwalking. The result: organizations that systematically underperform their potential.”
Adaptability and Innovation Have Become the Keys to Competitive Success
There’s a great big gap between what makes people great and the management systems that get in the way.
“Weirdly, many of those who labor in the corporate world--from lowly admins to high powered CEOs--seem resigned to this state of affairs. They seem unperturbed by the confounding contrast between the essential nature of human beings and the essential nature of the organization in which they work. In years past, it might have been possible to ignore this incongruity, but no longer--not in a world where adaptability and innovation have become the sine qua non of competitive success. The challenge: to reinvent our management systems so they inspire human beings to bring all of their capabilities to work every day.”
The Human Capabilities that Contribute to Competitive Success
Hamel offers his take on what the relative contribution of human capabilities that contribute to value creation, recognizing that we now live in a world where efficiency and discipline are table stakes.
“The human capabilities that contribute to competitive success can be arrayed in a hierarchy. At the bottom is obedience--an ability to take direction and follow rules. This is the baseline. Next up the ladder is diligence. Diligent employees are accountable. They don't take shortcuts. They are conscientious and well-organized. Knowledge and intellect are on the next step. Most companies work hard to hire intellectually gifted employees. They value smart people who are eager to improve their skills and willing to borrow best practices from others. Beyond intellect lies initiative. People with initiative don't wait to be asked and don't wait to be told. They seek out new challenges and are always searching for new ways to add value. Higher still lies the gift of creativity. Creative people are inquisitive and irrepressible. They're not afraid of saying stupid things. They start a lot of conversations with, 'Wouldn't it be cool if ..." And finally, at the top lies passion.”
The Power of Passion
Passion makes us do dumb things. But it’s also the key to doing great things.
Via Via The Future of Management:
“Passion can make people do stupid things, but it's the secret sauce that turns intent into accomplishment. People with passion climb over obstacles and refuse to give up. Passion is contagious and turns one-person crusades into mass movements. As the English novelist E.M. Forster put it, 'One person with passion is better than forty people merely interested.'”
Obedience is Worth Zip in Terms of Competitive Advantage
Rule-following employees won’t help you change the world.
“I'm not suggesting that obedience is literally worth nothing. A company where no one followed any rules would soon descend into anarchy. Instead, I'm arguing that rule-following employees are worth zip in terms of their competitive advantage they generate. In a world with 4 billion nearly distributed souls, all eager to climb the ladder of economic progress, it's not hard to find billable, hardworking employees. And what about intelligence? For years we've been told we're living in the knowledge economy; but as knowledge itself becomes commoditized, it will lose much of its power to create competitive advantage.”
Obedience, Diligence, and Expertise Can Be Bought for Next to Nothing
You can easily buy obedience, diligence, and expertise from around the world.
But that’s not what will make you the next great company or the next great thing or a great place to work.
“Today, obedience, diligence, and expertise can be bought for next to nothing. From Bangalore to Guangzhou, they have become global commodities. A simple example: turn over your iPod, and you'll find six words engraved on the back that foretell the future of competition: 'Designed in California. Made in China.' Despite the equal billing, the remarkable success of Apple's music business owes relatively little to the company's network of Asian subcontractors. It is a credit instead to the imagination of Apple's designers, marketers, and lawyers. Obviously not every iconic product is going to be designed in California, not nor manufactured in China. “
You Need Employees that are Zestful, Zany, and Zealous
If you want to bring out the best in people and what they are capable of, aim for zestful, zany, and zealous.
“The point, though, is this: if you want to capture the economic high ground in the creative economy, you need employees who are more than acquiescent, attentive, and astute--they must also be zestful, zany, and zealous.”
If you want to bring out your best, then break our your zest and get your zane on.
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"Success consists of going from failure to failure without loss of enthusiasm." -- Winston Churchill
I now have more than 300 articles on the topic of Success to help you get your game on in work and life:
That’s a whole lot of success strategies and insights right at your fingertips. (And it includes the genius from a wide variety of sources including Scott Adams, Tony Robbins, Bruce Lee, Zig Ziglar, and more.)
Success is a hot topic.
Success has always been a hot topic, but it seems to be growing in popularity. I suspect it’s because so many people are being tested in so many new ways and competition is fierce.
But What is Success? (I tried to answer that using Zig Ziglar’s frame for success.)
For another perspective, see Success Defined (It includes definitions of success from Stephen Covey and John Maxwell.)
At the end of the day, the most important definition of success, is the one that you apply to you and your life.
People can make or break themselves based on how they define success for their life.
Some people define success as another day above ground, but for others they have a very high, and very strict bar that only a few mere mortals can ever achieve.
That said, everybody is looking for an edge. And, I think our best edge is always our inner edge.
As my one mentor put it, “the fastest thing you can change in any situation is yourself.” And as we all know, nature favors the flexible. Our ability to adapt and respond to our changing environment is the backbone of success. Otherwise, success is fleeting, and it has a funny way of eluding or evading us.
I picked a few of my favorite articles on success. These ones are a little different by design. Here they are:
The future is definitely uncertain. I’m certain of that. But I’m also certain that life’s better with skill and that the right success strategies under your belt can make or break you in work and life.
And the good news for us is that success leaves clues.
So make like a student and study.
If you already use Agile Results as your personal results system, you have a big advantage.
Because most people are running around, scrambling through a laundry list of too many things to do, a lack of clarity around what the end result or outcomes should be, and a lack of clarity around what the high-value things to focus on are. They are using their worst energy for their most important things. They are spending too much time on the things that don’t matter and not enough time on the things that do. They are feeling at their worst, when they need to feel at their best, and they are struggling to keep up with the pace of change.
I created Agile Results to deal with the chaos in work and life, as a way to rise above the noise, and to easily leverage the most powerful habits and practices for getting better results in work and life.
Agile Results, in a nutshell, is a simple system for mastering productivity and time management, while at the same time, achieving more impact, realizing your potential, and feeling more fulfillment.
I wrote about the system in the book Getting Results the Agile Way. It’s been a best seller in time management.
How Does Agile Results Work?
Agile Results works by combining proven practices for productivity, time management, psychology, project management, and some of the best lessons learned on high-performance. And it’s been tested for more than a decade under extreme scenarios and a variety of conditions from individuals to large teams.
Work-Life balance is baked into the system, but more importantly Agile Results helps you live your values wherever you are, play to your strengths, and rapidly learn how to improve your results in an situation. When you spend more time in your values, you naturally tap into your skills and abilities that help bring out your best.
The simplest way to think of Agile Results is that it helps you direct your attention and apply your effort on the things that count. By spending more time on high-value activities and by getting intentional about your outcomes, you dramatically improve your ability to get better results.
But none of that matters if you aren’t using Agile Results.
How Can You Start Using Agile Results?
Simply ask yourself, “What are the 3 wins, results, or outcomes that I want for today?.” Consider the demands you have on your plate, the time and energy you’ve got, and the opportunities you have for today, and write those 3 things down.
That’s it. You’re doing Agile Results.
Of course, there’s more, but that’s the single most important thing you can do to immediately gain clarity, regain your focus, and spend your time and energy on the most valuable things.
Now, let’s assume this is the only post you ever read on Agile Results. Let’s take a fast walkthrough of how you could use the system on a regular basis to radically and rapidly improve your results on an ongoing basis.
How I Do Agile Results? …
Here’s a summary of how I do Agile Results.
I create a new monthly list at the start of each month that lists out all the things that I think I need to do, and I bubble up 3 of my best things I could achieve or must get done to the top. I look at it at the start of the week, and any time I’m worried if I’m missing something. This entire process takes me anywhere from 10-20 minutes a month.
I create a weekly list at the start of the week, and I look at it at the start of each day, as input to my 3 target wins or outcomes for the day, and any time I’m worried if I’m missing anything. This tends to take me 5-10 minutes at the start of the week.
I barely have to ever look at my lists – it’s the act of writing things down that gives me quick focus on what’s important. I’m careful not to put a bunch of minutia in my lists, because then I’d train my brain to stop focusing on what’s important, and I would become forgetful and distracted. Instead, it’s simple scaffolding.
Each day, I write a simple list of what’s on my mind and things I think I need to achieve. Next, I step back and ask myself, “What are the 3 things I want to accomplish today?”, and I write those down. (This tends to take me 5 minutes or less. When I first started it took me about 10.)
Each Friday, I take the time to think through three things going well and three things to improve. I take what I learn as input into how I can simplify work and life, and how I can improve my results with less effort and more effectiveness. This takes me 10-20 minutes each Friday.
How Can You Adopt Agile Results?
Use it to plan your day, your week, and your month.
Here is a simple recipe for adopting Agile Results and using it to get better results in work and life:
- Add a recurring appointment on your calendar for Monday mornings. Call it Monday Vision. Add this text to the body of the reminder: “What are your 3 wins for this week?”
- Add a recurring appointment on your calendar to pop up every day in the morning. Call it Daily Wins. Add this text to the body of the reminder: “What are your 3 wins for today?”
- Add a recurring appointment on your calendar to pop up every Friday mid-morning. Call it Friday Reflection. Add this text to the body of your reminder: What are 3 things going well? What are 3 things to improve?”
- On the last day of the month, make a full list of everything you care about for the next month. Alphabetize the list. Identify the 3 most important things that you want to accomplish for the month, and put those at the top of the list. Call this list Monthly Results for Month XYZ. (Note – Alphabetizing your list helps you name your list better and sort your list better. It’s hard to refer to something important you have to do if you don’t even have a name for it. If naming the things on your list and sorting them is too much to do, you don’t need to. It’s just an additional tip that helps you get even more effective and more efficient.)
- On Monday of each week, when you wake up, make a full list of everything you care about accomplishing for the week. Alphabetize the list. Identify the 3 most important things you want to accomplish and add that to the top of the list. (Again, if you don’t want to alphabetize then don’t.)
- On Wednesdays, in the morning, review the three things you want to accomplish for the week to see if anything matters that you should have spent time on or completed by now. Readjust your priorities and focus as appropriate. Remember that the purpose of having the list of your most important outcomes for the week isn’t to get good at predicting what’s important. It’s to help you focus and to help you make better decisions about what to spend time on throughout the week. If something better comes along, then at least you can make a conscious decision to trade up and focus on that. Keep trading up. And when you look back on Friday, you’ll know whether you are getting better at trading up or if you are just getting randomize or focusing on the short-term but hurting the long term.
- On Fridays, in the morning, do your Friday Reflection. As part of the exercise, check against your weekly outcomes and your monthly outcomes that you want to accomplish. If you aren’t effective for the week, don’t ask “why not,” ask “how to.” Ask how can you bite off better things and how can you make better choices throughout the week. Just focus on little behavior changes, and this will add up over time. You’ll get better and better as you go, as long as you keep learning and changing your approach. That’s the Agile Way.
There are lots of success stories by other people who have used Agile Results. Everybody from presidents of companies to people in the trenches, to doctors and teachers, to teams and leaders, as well as single parents and social workers.
But none of that matters if it’s not your story.
Work on your success story and just start getting better results, right here, right now.
What are the three most important things you really want to accomplish or achieve today?
Are your management practices long in the tooth?
I think I was lucky that early on, I worked in environments that shook things up and rattled the cage in pursuit of more customer impact, employee engagement, and better organizational performance.
In one of the environments, a manufacturing plant, the management team flipped the typical pyramid of the management hierarchy upside down to reflect that the management team is there to empower and support the production line.
And when I was on the Microsoft patterns & practices team, we had an interesting mix of venture capitalist type management coupled with some early grandmasters of the Agile movement. More than just Agile teams, we had an Agile management culture that encouraged a customer-connected approach to product development, complete with self-organizing, multi-disciplinary teams, empowered people, a focus on execution excellence, and a fierce focus on being a rapid learning machine.
We thrived on change.
We also had a relentless focus on innovation. Not just in our product, but in our process. If we didn’t innovate in our process, then we got pushed out of market by becoming too slow, too expensive, or by lacking the quality experience that customers have come to expect.
But not everybody knows what a great environment for helping people thrive and do great things for the world, looks like.
While a lot of people in software or in manufacturing have gotten a taste of Agile and Lean practices, there are many more businesses that don’t know what a modern learning machine of people and processes that operate at a higher-level looks like.
Many, many businesses and people are still operating and looking at the world through the lens of old world management principles.
In the book The Future of Management, Gary Hamel walks through the principles upon which modern management is based.
The Principles of Modern Management
Hamel gives us a nice way to frame looking at the modern management principles, by looking at their application, and their intended goal.
|Standardization||Minimize variances from standards around inputs, outputs, and work methods.||Cultivate economies of scale, manufacturing efficiency, reliability, and quality.|
|Specialization (of tasks and functions)||Group like activities together in modular organizational units.||Reduce complexity and accelerate learning.|
|Goal alignment||Establish clear objectives through a cascade of subsidiary goals and supporting metrics.||Ensure that individual efforts are congruent with top-down goals.|
|Hierarchy||Create a pyramid of authority based on a limited span of control.||Maintain control over a broad scope of operations.|
|Planning and control||Forecast demand, budget resources, and schedule tasks, then track and correct deviations from plan.||Establish regularity and predictability in operations; conformance to plans.|
|Extrinsic rewards||Provide financial rewards to individuals and teams for achieving specified outcomes.||Motivate effort and ensure compliance with policies and standards.|
What are the Principles Upon Which Your Management Beliefs are Based?
Most people aren’t aware of the principles behind the management beliefs that they practice or preach. But before coming up with new ones, it helps to know what current management thinking is rooted in.
“Have you ever asked yourself, what are the deepest principles upon which your management beliefs are based? Probably not. Few executives, in my experience, have given much thought to the foundational principles that underlie their views on how to organize and manage. In that sense, they are as unaware of their management DNA as they are of their biological DNA. So before we set off in search of new management principles, we need to take a moment to understand the principles that comprise our current management genome, and how those tenets may limit organizational performance.”
A Small Nucleus of Core Principles
It really comes down to a handful of core principles. These principles serve as the backbone for much of today’s management philosophy.
“These practices and processes of modern management have been built around a small nucleus of core principles: standardization, specialization, hierarchy, alignment, planning, and control, and the use of extrinsic rewards to shape human behavior.”
How To Maximize Operational Efficiency and Reliability in Large-Scale Organizations
It’s not by chance that the early management thinkers came to the same conclusions. They were working on the same problems in a similar context. Of course, the challenge now is that the context has changed, and the early management principles are often like fish out of water.
“These principles were elucidated early in the 20th century by a small band of pioneering management thinkers -- individuals like Henri Fayol, Lyndall Urwick, Luther Gullick, and Max Weber. While each of these theorists had a slightly different take on the philosophical foundations of modern management, they all agreed on the principles just enumerated. This concordance is hardly surprising, since they were all focusing on the same problem: how to maximize operational efficiency and reliability in large-scale organizations. Nearly 100 years on, this is still the only problem that modern management is fully competent to address.”
If your management philosophy and guiding principles are nothing more than a set of hand me downs from previous generations, it might be time for a re-think.