How can you use business scenario modeling to transform your organization digitally?

Step 1 is your blueprint; it's where you set the stage for digital transformation. Start by naming your scenario—make it catchy yet descriptive, like "Cruise-worthy Customer Onboarding" Next define the scope. Are you focusing on a single department or going enterprise-wide? Be specific. Identify the trigger/event that sets your scenario into motion. It could be a customer sign-up or a product launch. Then articulate your desired outcome in measurable terms, such as "Increase customer retention by 20%." Lastly, outline the rationale. Why is this important? Maybe you're losing customers to competitors with better onboarding. Use brainstorming, interviews, and workshops to gather diverse inputs. This step is your foundation; make it solid!

Step 2 is your North Star and roadmap. Your vision should be an emotional rallying cry, like "the community where every customer feels welcomed and understood." Goals are your SMART objectives that make that vision tangible. For example, target a "20% increase in 12-month customer lifetime value by Q4." Ensure these goals align with broader organizational aims. If the company focuses on sustainability, include a goal like "Implement eco-friendly packaging by Q2-####." Use data analytics for benchmarks and KPIs. Your vision inspires; your goals guide. Make them resonate and measurable :).

Step 3 is about knowing your players and their game. Remember that Stakeholders aren't just execs in a boardroom; they're anyone impacted by the scenario and can range from employees to customers and from PR columnists to shareholders. Identify them and understand their needs. Next, map out your value streams, the series of actions that deliver value. For instance, in customer onboarding, the stream might go from sign-up to customer engagement. Make sure stakeholder needs are reflected in your value streams. I like to use Value Stream Mapping for clarity though Customer Journey Mapping continues to be popular. In essence, stakeholders are your 'why,' and value streams are your 'how.' Nail this step for a successful digital transformation.

I like to tell my team that Capabilities are our superpowers-what sets the department apart. When you get into this step, don't just list them; rank them by their impact on your value streams. For instance, if you're in e-commerce, your AI-driven recommendation engine might be a game-changer. Risks are your kryptonite. They're not just obstacles; they're potential initiative killers. Prioritize them by likelihood and impact. For example, data breaches are high-impact but, with solid cybersecurity, low-likelihood. Tip: Use a Capability Maturity Model to gauge how well your capabilities are developed. Or consider employing a Risk Heat Map for risk visualization. At the end of the day, it's not just about going fast; it's about going smart.

This step is where strategy and tech combine and digital dreams start to take shape. It's the sandbox to build our planned castles - a space to experiment, innovate, and iterate. Don't just opt for the latest tech buzzwords; align your solutions with your capabilities and risks. For instance, if data analytics is a key capability and data security is a risk, a solution could be a secure, AI-driven analytics platform. I love to leverage Minimum Viable Products to test solutions before going full tilt. An MVP allows us to validate ideas with minimal resources and minimal risk. Consider a multi-disciplinary team for this step. Bring in tech experts, business analysts, and even end-users for a 360-degree perspective if possible.

Implementing new technologies in the architecture industry is a huge challenge. architecture is a old-fashioned industry, and its not going to be easy. my advise to you- try to identify the most innovative person among the stakeholders and make him your champion. Despite all challenges, we see that Architecture firms do embrace new technologies and I believe this is just the beginning.

Sometimes, we get fixated on the "linear" views of streams and projects. Carefully inspect these for cross-stream impact! For example., you need to be sure your supply chain/inventory can respond effectively to your potential sales out of your marketing stream.