The Roadmap Strategy Guide Part 5

?Welcome to the TLS Continuum Change Maestro’s Roadmap newsletter. A new edition will be released every Tuesday on LinkedIn. It is by nature an interactive newsletter. What do I mean? My initial intention was the development of a dialogue pertaining to the concept of a change roadmap. I was looking for interaction between those of us here as to what each phase so far meant to you. It appears as though you would prefer to be passive readers, so be it. However, let me reiterate that as we progress through the roadmap if you have something you want to contribute, feel free to comment on any issue that perks your thoughts.

?As part of his Ph.D. Thesis, Alexander Osterwalder created the Business Model Canvas in 2008. If we take the canvas, (It is available under Creative License for general use in the marketplace) it can be the basis for the strategy map for the roadmap. With this edition and the subsequent edition for the next seven weeks we will walk through the canvas components and its implications.

?Business Model Canvas Steps

1.??? Define the value proposition

2.??? Stakeholder Identification and inputs

3.??? Stakeholder relationships

4.??? Stakeholder Segments

5.??? Key Resources

6.??? Organizational segments

7.??? Revenue streams

8.??? Cost Structure

Step 4 Key Resources

?Before we begin this week’s installment, do me a favor. Take out a blank 8.5 x 11” piece of paper an fold it in half. Now label the top line of the left-hand column “Primary” and the top line of the right hand column secondary”. The significance of this exercise will be shown shortly. Dr. Efrat Goldratt-Ashlag calls this exercise a Full Kit.

When we look at the prior installments in this series, we find a picture unfolding. It is a picture of a model of how to resolve a problem, but the model does not exist in a vacuum. Each stage requires the use of tools to achieve the ultimate goal. Take for example Dr. Goldratt-Ashtag’s example in her book Goldratt’s Rule of Flow. She talked about painting a house and the Full kit detailed the resources needed to accomplish that effort.

Return to your folded piece of paper and let’s walk through the form together.

Primary Side – Your left column

Consider the problem and the work of the cross-functional team. In the left-hand column list, all the things that you will need to deliver the solution in consideration. Easy approach is to take the arms of the Ishikawa Fishbone and work from there.

Machine

In the left-hand column list the physical equipment you will need to deliver the promised solutions. Be specific in their description.

Man

Specifically list the position title that are required to bring the solution to life.

Materials

What materials are needed to deliver the process. Be very specific in developing your list

Method

You know what the customer needs. You know how to do it. Explain in detail the various processes required to complete the task It might be an idea to attach a process map to your folded paper for each process involved.

Measurement

Remember that Dr, Mikel Harry told us we don’t value what we don’t measure. You need to have a way to track the progress of the solution implementation through creditable, verifiable and repeatable data.

Secondary Side – Right side of the page

Return to you primary side and for each item ask yourself the simple question – What am I missing? Think about painting a room. You got as a primary item the paint. But what do you need to apply the paint.

Do the same thing with your list. For each item consider which additional items are required in the way of resources in order to deliver the solution to the customer. Consider what technology may be required that is not on your original list.

The key to a successful project is that you have all your needed resources at hand before we begin the process of coming up with the solutions. The use of a full kit gives us the vehicle to ensure that we have all the resources in place before we begin. It does you know good to find that midway through the project you are missing a needed resource to complete the job and have to put the project on hold while you find that resource.

Just like painting that room, you want everything in front of you when you begin so that there is no delay in completion. That is what your customer expects from you.

Next week we will look at the organizational segments we need to implement our strategy

?Looking for the perfect model for improving your organizational processes? Order your copy of the TLS Continuum Field Guide - How the Theory of Constraints, Lean and Six Sigma will transform your operations and Program flow to be released in February of 2024

About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. Starting July 15,2024 you can start the same path as we present live our Road to Operational Excellence - The Human Capital Edition for the following six weeks.

For more information visit https://dbaiconsulting.com/tls-continnuum-master-seminars

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