No doubt there are some of you, who having read the words value-led \u2018fast-track\u2019 delivery in the title, are thinking\u2026\u2026what? Going down a route involving business architecture and business blueprinting sounds like a recipe for the exact opposite result!<\/p>\n
We at Biz4ge would like to convince you that it can be otherwise.<\/p>\n
We certainly will be the first to admit that getting involved with one of the well known business architecture frameworks (not mentioning any names), either proprietary or public, can sometimes result in overbearing bureaucracy, analysis-paralysis and interminable delays in getting to delivery of anything (apart from paperwork of course) never mind benefits.<\/p>\n
However, the operative word here is \u2018can\u2019. It does not have to be this way, and although we too are leery of using the well known frameworks (which is why we have created our own), it is not because they don\u2019t have their merits and can\u2019t be powerful and useful in the \u2018right\u2019 hands.<\/strong><\/p>\n Ahhhh\u2026\u2026.now we are getting to the crux of this point\u2026\u2026useful in the \u2018right\u2019 hands. It is probably obvious that many things that are useful in the \u2018right\u2019 hands can be much less so in the \u2018wrong\u2019 ones. This is certainly VERY true of business architecture frameworks.<\/p>\n We would define the \u2018right\u2019 hands as being people who are clear that the end-game is about improved business results as measured by customer satisfaction, revenue, etc.<\/strong><\/p>\n Importantly, this needs further qualification by saying that they also need to understand that this must be delivered in the nearer-term as well as in the medium to longer-term. And that a solution that will serve a business well is not necessarily always going to be the most elegant, complete or thorough one!<\/p>\n Very commonly time-to-market is more important than building an \u2018ideal\u2019 solution!<\/p>\n We would define the \u2018wrong\u2019 hands as anyone who does not really \u2018get\u2019 or practice in accordance with the above definition of the \u2018right\u2019 hands. And there are many of them out there.<\/strong><\/p>\n This can be due to a number of different reasons, including:<\/p>\n Obviously the above list could be extended with more and different combinations, but for our purposes the point is adequately made.<\/p>\n People who can\u2019t or won\u2019t interpret and use a method or technique \u2018intelligently\u2019 are often responsible for its failure to deliver the desired results. It is rarely the fault of the method or technique itself unless it has been inappropriately selected for use in the problem space. Which again more often than not usually goes back to the \u2018wrong\u2019 hands point!<\/strong><\/p>\n So now that we have a picture of the people side of the equation, i.e. the \u2018right\u2019 versus the \u2018wrong\u2019 hands, how do the \u2018right\u2019 hands use a method or technique differently from the \u2018wrong\u2019 hands such that a value-led \u2018fast-track\u2019 delivery is achieved. After all, they are the same methods and techniques, so what is the difference in their use that accounts for this difference in results?<\/p>\n Well, a lot of the difference in the results achieved through the \u2018right\u2019 hands is down to the experiences, attitudes and values that those people bring to the table.<\/p>\n We have already mentioned some of them, but let\u2019s just gather those and other key points together here. The differences in the use of methods and techniques that often count most in any value-led \u2018fast-track\u2019 delivery approach include:<\/p>\n We know that the above list is quite varied and can be a lot to absorb, and possibly understand, if you are new to trying to \u2018fast-track\u2019 business transformation initiatives. We also appreciate that the experienced reader will not find anything new or revolutionary in the list and may indeed wish to add a few favourite pointers of their own.<\/p>\n However, we also know from our own experiences that whilst not comprehensive, it covers the majority of really key points related to the value-led fast-tracking of an initiative.<\/p>\n But by way of emphasis\u2026..of particular importance to successful value-led \u2018fast-track\u2019 delivery is the point about substituting experience and judgement for extensive analysis. It just stands to reason if you get the \u2018right\u2019 people involved early on the rest will flow more easily in consequence!<\/strong><\/p>\n OK, we now have an idea of what the \u2018right\u2019 hands are and of some of the key points that help make a value-led \u2018fast-track\u2019 delivery possible. So what is the precise combination of all this that will work every time\u2026\u2026.the \u2018correct\u2019 formula?<\/p>\n Well, unfortunately, so far as we know there isn\u2019t one. On the one hand it isn\u2019t rocket science but on the other it really is down to the \u2018art\u2019 of experience, skill and judgement.<\/p>\n In fact, although value-led \u2018fast-track\u2019 delivery is almost always a desirable thing, it is not always sensible to attempt.<\/p>\n What you say? Having spent all this time extolling its virtues and sharing insights into how to achieve it you are now saying this? What gives? Well, nothing really.<\/p>\n Our point here is that the more \u2018streamlined\u2019 and lean you make a thing, usually by definition the less hand-holding and documentation there is to go with it. This point harks back again to the \u2018right\u2019 hands issue\u2026..but this time with a slightly different spin on it.<\/strong><\/p>\n A fast jet can be an excellent means of transport when maintained and piloted by the \u2018right\u2019 hands. It can also be a one-way ticket to an early grave in the \u2018wrong\u2019 hands. Like many things, the more high-performance something is the more skill, experience and judgement is required to operate it safely and well.<\/p>\n Business architecture framework methodologies and techniques are no different, and although their poor maintenance and operation is not life-threatening to people, it certainly can be for all manner of organisations!<\/p>\n So where does that leave us? Well, we believe it can be summarised thusly:<\/p>\n For our part, we at Biz4ge take value-led \u2018fast-track\u2019 delivery very seriously and it is an essential component of our value proposition. To realise it we have made use of our own experiences, skills and judgement to develop our proven business transformation approach and the business architecture and blueprinting practices that go along with it.<\/strong><\/p>\n We have made sure we have taken our own advice as regards focusing on value-led early delivery of important benefits and outcomes, rigorously applying the 80\/20 rule, re-use of good practice based standardised solutions (i.e. as a starting point), and favouring a more intensive and concentrated \u2018fast-track\u2019 delivery timeline!<\/p>\n Obviously, we are not the only people who have an approach to \u2018fast-track\u2019 delivery. But we do believe our approach is superior to most, given our focus on being business driven and value-led, and forged as it is by our decades of collective experience helping to successfully deliver business transformation initiatives.<\/p>\n\n
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