Patterns for Success

I had the pleasure to spend time with the Business Architecture team for a Fortune 100 company this past week. I was challenged to lead a discussion about successful projects and the tips and techniques used to make them special. Projects that produced “True Business Success."

This is a very experienced, senior level team. I used a number of projects to share practical tips and techniques. The examples led to great exchanges and those exchanges validated the following 5 patterns we’ve experienced with our clients:

1. The “Buzz” is setting expectations very very high: Terms like Disruptive, Transformative, Innovative, and Digital are no longer just adjectives but the desired business goal. Increased revenue, lower costs, better customer engagement, etc. are still important success measures, but organizations are searching for solutions that leap-frog the incremental gains of past projects.
2. There ARE gaps in capabilities: Business Leadership understands the business based upon their operational expertise and may not have visibility to cross-functional dependencies or opportunities. Business Leadership is likely not versed in the capabilities of applied technology. Technology leadership has an understanding of technical capabilities, but is not versed in the business and potential business impact. As consultants to the business, we need to fill these gaps!
3. Success starts with a Future State Vision: The Future State Vision provides a common goal for both Business and Technology Leadership. Creating the Future State Vision is NOT a linear walk. Through an iterative process, truly game changing solutions can be defined. The “trigger” for these solutions can be inspired by almost anything, so it’s critical to keep an open mind and find that “Ah Hah” concept that all teams can rally around.
4. There are many Business Model methodologies, but the most important principle to always follow is “Start with the Customer!”: With the vision defined, it’s time to create an operational model. A model that shows “How” the solution will be delivered. Many methodologies or tools can be used at this point, but don’t let the tool become the focus of this effort. What are the customer’s needs and desires and how will you meet them? Who are the critical partners and/or subcontractors that are engaged in the effort to satisfy the customer? What significant differences make your product and/or service better than everyone else?
5. Business Model leads to “The Roadmap”: With a Business Model in-hand, a roadmap can be established showing the Organization, Process, Technology, and Culture work streams required to successfully implement the Business Model and deliver the expected results. The Roadmap also highlights risks associated with each work stream so the necessary attention can be given to higher risk elements. The Business Model should also be used to ensure the projects lead to the future and don’t slip back into the current operating model.