| Introduction
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| | for:
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| Your growth hinges on how well you get
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| | - Capturing, nurturing and selecting your
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| new ideas, products and services to
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| | ideas for development
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| market, and manage them through their
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| | - Executing development projects
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| lifecycle.
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| | - Integrating new products and services
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| These processes are the crux of customer
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| | into the business and your channels to
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| experience and competitive advantage.
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| | market
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| They are also the most complex cost
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| | - Managing products and service though
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| intensive, risk laden organizational
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| | their lifecycle
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| processes.
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| | The challenge is to ensure your hidden
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| Does it take too long for your new
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| | barriers to performance are revealed, and
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| products or services to reach the the
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| | that root causes are fixed in the right
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| volumes you planned? Do your people
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| | order, and do this while running the day
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| struggle to juggle the trade offs,
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| | to day business.
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| organizational disconnects and effective
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| | Revealing the Hidden Problems
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| use of critical resources? Is execution
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| | We facilitate workshops with people in
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| is a series of mini crises? Do you have
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| | the value chain to quickly surface
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| complex, uncertain work practices and
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| | perceived problems, and build buy in to
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| processes with inefficient project
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| | fix them.
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| methods?
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| | People need to identify the activities
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| As your organization has grown, it has
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| | where they experience or witness these
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| probably accumulated work practices,
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| | problems and identify their upstream
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| processes and behaviors that no longer
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| | causes. They need to easily 'see' or
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| fit current organizational structures.
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| | confidently describe how the organization
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| Has it has become harder to get the
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| | creates and delivers value and understand
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| organization to coordinate effectively to
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| | the downstream effect of the work that
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| meet the everyday challenge of getting
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| | they do.
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| better products and services in the hands
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| | A clearly understandable operational
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| of more delighted customers?
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| | blueprint or map, that describes how the
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| This paper discusses the challenges you
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| | organization performs the activities and
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| might face when overhauling and improving
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| | uses information to create and deliver
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| your product-to-market or idea to cash
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| | new value, enables people to become very
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| performance. Getting this right will have
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| | objective about cause and effect. This
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| a high impact on your market performance
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| | helps change vague or uncertain problems
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| and reduce the sources of organizational
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| | into objective and tangible 'problem
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| conflict, operational stress and the
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| | statements'.
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| costs of DOME (Duplication, Omission, and
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| | The next step is to define root causes
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| Misguided Endeavor).
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| | and the high impact interventions that
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| Concepts to Crises
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| | eliminate multiple problems and have most
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| Changes to products and services often
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| | impact on the business goals.
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| reveal failings in organizational
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| | We frequently find that this exposes any
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| processes, systems, project methods and
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| | misalignment between strategy and
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| structures. The challenges shown in the
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| | operational plans. Differences of
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| panel trigger a crisis management
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| | interpretation of strategy and/or the
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| response which deals with the symptom,
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| | execution plan, lack of agreement on what
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| rarely the cause. Crisis milestone
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| | drives customer value and value to the
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| management may be the 'stuff of life' for
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| | business, confused accountabilities,
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| many but often turn into the 'millstones'
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| | conflicting goals, all extend the time to
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| that delay customer take-up.
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| | design and introduce new services, and
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| These crises will often trigger
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| | erode their potential customer value.
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| 'mindshare' around well intentioned
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| | We suggest you get a facilitator to
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| improvement initiatives. They may create
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| | resolve these leadership gaps or
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| a quick win, but not a BIG WIN.
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| | disconnects. This is critical to ensure
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| Initiatives are either too functionally
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| | the plans for new products and services
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| focussed and fail to bridge hidden
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| | are not built on quicksand.
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| organizational barriers and process
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| | Summary
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| constraints in other functions, or they
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| | Most organizations have huge
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| merely create new problems elsewhere in
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| | opportunities to change the performance
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| the value stream.
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| | of their business by improving their
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| An overhaul requires you to take an end
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| | 'concept to cash' or 'product to market'
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| to end view of the process to convert and
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| | practices.
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| idea to cash and ensure the improvements
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| | A well designed project to overhaul 'idea
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| are properly phased and sequenced.
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| | to market', 'product development',
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| Prioritizing Interventions
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| | 'product change and management' work
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| The scope, complexity and interconnected
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| | practices will identify the right
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| nature of your processes and practices
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| | targeted interventions to fix problem
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| could make prioritisation difficult.
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| | root causes and transform market
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| Problems reside amongst the processes
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| | performance.
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