Capability-based Planning in 7 moves! (6/7)

Move #6: Define actions

After setting the improvement goals…

You must translate the required transitions in BCs ML into specific actions in 3 dimensions, people, process, and technology. It might be necessary to analyze every single to-be-moved BC, in order to find out which dimension ML needs improvement at each increment.

Here is an example:

Since Product Management is a people-centered capability, the first transition from zero to 1 ML, needs to move PEOPLE dimension one level forward, which means establishing a new business unit accountable for Product Management or assigning accountability to an existing unit. Accordingly, PROCESS dimension should be improved by performing at least one full lifecycle of product management function, by the accountable business unit, possibly with the assistance of external consultants. TECHNOLOGY dimension will be unchanged during this increment.

In the next increment (from 2023 to 2024), the PROCESS dimension will be improved to ML 2, by standardization of related processes, and the TECHNOLOGY dimension will be improved to ML 1, by providing partial IT support to related processes. PEOPLE dimension remains unchanged during this increment.

Finally, in order to move from ML 2 to 3 in the 2024-25 increment, both PEOPLE and PROCESS dimensions should be upgraded to ML 3.

This roadmap could be different for other BCs, based on which dimension is more important in each BC, and what is the source and destination ML in each increment.

From improvement roadmap of dimensions, it could be derived a list of required actions in each increment.?

The completed list of actions for all to-be-moved BCs is a basis to design a change portfolio, in the next move…