Evolving from Digital Transformation to Digital Acceleration Using The Galapagos Framework

Cover
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
Acknowledgments
Preface
Section I: Overview
Chapter 1: Introduction, Overview, and Definitions
Introduction
Overview
The Case for Change
Huge Spend Does Not Equal Huge Success
Every Mass Extinction Results in a New Beginning
A Human-Centric Approach to Transformational Change
Definitions
Digital Transformation: A Definition
Digital
Transformation
Digital Transformation
Linear Transformation
Digital Acceleration
The Fourth Industrial Revolution (4IR)
Volatility, Uncertainty, Complexity, and Ambiguity
Chapter 2: Digital Transformations: The Common Issues
A Brief Word on Leadership
The Human Elements
Culture
Cultural Red Flags
Lack of a Collaborative Environment
Fear of Failure
The Transformation Is Seen as an Unwanted Distraction From The Core Business
Obstructive Individuals/Teams/Functions
Failures in Leadership
Communication
Skills Issues
The Organizational Factors
Organizational Structure
Failures in Leadership
The Delivery Aspects
Failures in Leadership
Orchestrating the Transformation
Scope
Linear/Non-iterative Approach
Heavy-Weight Governance
Chapter 3: Introduction to The Galapagos Framework
What Is The Galapagos Framework?
A Human-centric and Inclusive Approach to Deliver Successful Transformations
The Island
Why Galapagos?
Why a Different Approach Is Required
Increasing Costs and Complexity
Cost and Complexity Are Nonlinear
Human Cost
The Most Efficient Path Is Not a Straight Line
The Galapagos Principles
Principle 1: Culture Is King
Principle 2: Customer Proximity
Principle 3: Geographic Isolation
Principle 4: Sequential Transformation
Principle 5: Transformation Context
Principle 6: Senior Executive Sponsorship Is a Must
Principle 7: Clarity Is Key
Principle 8: The Right Balance of Skills and Experience
Principle 9: Establish and Automate Metrics and Reporting Early
Principle 10: Three Rules of Three
Chapter 4: The Function of The Galapagos Framework
Successful Delivery
A Means of Tackling the Common Issues
The Island
The Island Location
A New Method of Delivery
Greenfield
The Island Structure
Three Is the Magic Number
The Model
How Does The Galapagos Framework Operate at Scale?
Scaling Up
The Transformation Context
Multiple Transformation Contexts
Scaling Down
Flexibility
Chapter 5: Moving from Digital Transformation to Digital Acceleration
What Is Digital Acceleration?
The Benefits of Digital Acceleration vs. Linear Transformations
Risk Management
Validation and Innovation
There Is No Digital End State
Vaporware/Slideware and Theoretical Debate
Empathy for the Customer
Diversity
What Does It Mean To Be Diverse?
Why Is Diversity Important in the Modern Workplace?
Diversity of Thought
Chapter 6: Emerging Better Practices
Overview
Many More Much Smaller Steps (MMMSS)
The Most Common Approach to Delivery
The Uncomfortable Reality
The 60-Minute Strategic Action Session
How Do These Approaches Align with The Galapagos Framework?
Many More Much Smaller Steps
The 60-Minute Strategic Action Session
Section II: How The Galapagos Framework Resolves the Common Issues
A: The Human Element
Chapter 7: The Human Element – Culture
Culture
Lack of a Collaborative Environment
Resolution – The Leadership Function Must Promote Trust and Respect, and Lead by Example
Fear of Failure
Resolution – The Island Operates as a Unified TEAM!
The Transformation is Seen as an Unwanted Distraction from the Core Business
Resolution 1 – The Island Structure Minimizes the Impacts On the Core Business
Resolution 2 – CEO Sponsorship
Obstructive Individuals/Teams/Functions
Resolution – Create Feedback Loops between The Leadership Function and Those Implementing the Strategy On the Ground
Situation
Create a Collaborative Environment
Fear of Failure & Psychological Safety
Overstating Impacts to the Core Business
Obstructive Individuals/Teams/Functions
Failures in Leadership
Chapter 8: The Human Element – Communication
Communication
Two-way Communication within The Island
Celebrate Success
Communicate the Reasons for the Change to Those Outside of The Island
Situation
Method of Communication
Frequency and Volume of Communication
Chapter 9: The Human Element – Skills
Integration Specialists
Situation
Perform a Skills Gap Analysis
Plan to Close the Skills Gaps
Filling the Skills Gap
Chapter 10: The Human Element – From Culture to Competitive Advantage
Survival of the Friendliest (Or the Most Collaborative)
Survival of the Friendliest…
…Or Most Collaborative
Culture + Kindness = Abundance
Culture + Kindness
Does Excessive Pressure Reduce Kindness?
= Abundance
Of Goodwill
Of Opportunity
Of Talent
The Serious Business of Not Being Too Serious
TEAM!
Collective Success, Collective Failure
Trust
Direction
B: The Organizational Factors
Chapter 11: The Organizational Factors
The Organizational Factors
Organizational Structure
Failures in Leadership
Digital Leaders – Drive Innovation and the Transformation Forward
Situation
CEO Sponsorship
Strategy and Direction
Complex and Sometimes Conflicting Reporting Lines
The Right Mix of “C” Suite Leaders
Professional/Corporate Ambiguity
C: The Delivery Aspects
Chapter 12: The Delivery Aspects
The Delivery Aspects
Failures in Leadership
Shortening the Review Cycles
Data-driven
Orchestrating the Transformation
Scope
The Model
Linear/Noniterative Approach
Heavy-Weight Governance
Adopt a Risk-based Approach
Principles Should Guide Decisions Rather Than Rules
Situation
Failures in Leadership: Strategy Review Cycles are Too Long and Are Not Data Driven
Orchestrating the Transformation: Issues with Managing Regular Change and Transformation Activities at the Same Time
Scope: Solve One Problem Well
Scope: Wholesale Change to the Organization’s Operating Model Must Not Be Considered
Linear/Non-iterative Approach
Heavy-weight Governance
Flexibility
Section III: Understanding the Function of the Galapagos Framework
Chapter 13: How Does The Galapagos Framework Work in Practice?
The Galapagos Roadmap
Overview: Bringing The Island to Life
Overview: Delivery
Decision: Integrate into Parent Organization
Decision: Continue to Transform
Decision: Start the Next Transformation
Decision: Tear Down and Stop
Bringing The Island to Life
Create The Island and Empower Individuals to Execute on the Strategic Goals
Appoint The Leadership Function Roles
Digital Executive(s)
Set Clear Direction, Strategic Goals, and Available Budget
Define the Culture, Capabilities, Skills, Resources, etc., to Drive the Right Outcomes
Deliveries of the HR Function
Culture Guide and the Workforce Strategy
Organizational Change and Communication Strategy
Add The Go-To Market and Delivery Function Roles
Add New Roles/Skills (External)
Deploy Digital Communication Channels
Kick-off
Delivery
Fast Evolution of Technology and Processes
Fill the Gaps – Technology, Tooling, Processes, and Procedures
Technologies
Processes and Procedures
Deliver, Deliver, Deliver
60-Minute Strategic Action Session (SAS)
Build
Prototype
Product Build
Example
Deploy
Review
Deliver
Repeat
Integrate
Integration Specialists
Chapter 14: The Island
What Is The Island?
Coalition of the Willing
A Means of Improving Delivery and Delivery Satisfaction
A Self-contained/Autonomous Entity
What Is the Structure of The Island?
The Nucleus
The Leadership Function
The Accountable Executive (AE)
The Business Head
The Delivery Head
Program Management (Nucleus)
Business Analysis (Nucleus)
The Island, The Customer, and The Parent Organization
Customer Experience Function
Product Function
The Technology Function
Technology and Integration Specialists
Ancillary Go-To Market Functions
Integration Specialists
What Is The Island Responsible for?
Membership of The Island
Chapter 15: The Island: The Leadership Function
The Accountable Executive (AE)
The Business Head
The Delivery Head
The AE, The Business Head, and The Delivery Head – Working Together
Chapter 16: The Island: Go-To-Market and Delivery Functions
Customer Experience
The Customer Proximity Principle
Reducing Wasted Effort
Reducing Wasted Time
Increasing Customer Buy-in
If We Are Right, How Will We Know? – Metrics
Product
The Product Head and The Business Head
Delivering a Clear Product Strategy/Roadmap
Technology
Delivery Processes
Agile Program Management
Integration Specialists
Chapter 17: The Island: Coordination Functions
Program Management
Managing Complex Program Dependencies
Good Governance ≠ More Governance
Light-Touch Governance
Business Analysis (BA)
Business Analysis/Project Management
Chapter 18: The Island Ancillary Go-To Market Functions
Sales and Marketing
Generating Actionable Customer Insights
Pricing Strategy
Human Resources
Workforce Strategy
Incentivizing Staff
Organizational Change
Program Management (Ancillary Go-To Market Functions)
Why Are the Two Program Management Roles So Different?
Light-Touch Governance
Legal and Compliance
Legal
Compliance
Finance
Chapter 19: The Model
What Is The Model?
What Should The Model Contain?
Leadership Guide
Workforce Strategy
Skills Matrix
Organizational Structure
Culture Guide
Transformation Strategy
Clarity and Alignment to Values
Communication, Communication, and Communication
Metrics
Transformation Roadmap
Transformation Roadmap vs. The Galapagos Roadmap
Digital Transformation Readiness Review
Digital Maturity Assessment (DMA)
Communication Strategy
Objectives
Key Messages
Communication Channels
Frequency of Communication
Roles and Responsibilities
Feedback Mechanisms
Measurement and Evaluation
Continuous Improvement
Metrics
Technologies Matrix (tool and function)
Processes and Procedures
Integration Process, Plan, and Costs
Lessons Learned
Section IV: Further Considerations
Chapter 20: The Working Environment
A Collaborative Space
Chapter 21: A Few Essentials
Essential Tools
Collaboration Tools
Essential Processes
Agile
Continuous Improvement
The Importance of the Correct Tools and Processes
Chapter 22: Current Approaches and Why They Don’t Work
The Transformation Is Being Driven by the IT Function
Third-Party Engagement
Too Much Third-Party Engagement Combined with Too Little CEO Engagement
Strengths of Positive Third-Party Engagement
Potential Risks of Third-Party Engagement
Wholesale Organizational Change
Don’t Do Everything, Everywhere, All at Once
The Lack of a Human-Centric Approach
Just Another Cost-Cutting Exercise
A Human-Centric Approach to Transformational Change
Why the Current Approaches Don’t Work
Chapter 23: The Role of Social Media in Digital Transformations
Use of Social Media between the Customer and the Organization
Trust
Data-driven Marketing
Customer Service
Customer Reach
Social Media Influencers
Thought Leadership and Community Building
Use of Social Media between the Organization and Potential Employees
Use of Social Media within the Organization
Enterprise Social Networks
Social Media: A Driving Force in Digital Transformations
Chapter 24: The Leadership Game Plan
How to Avoid Digital Transformation Disasters
A Checklist for Success
20 Questions to Drive Successful Transformation
Broader Collaboration
Chapter 25: Readiness Review and Digital Maturity Assessment
Digital Transformation Readiness Review
Digital Maturity Assessment (DMA)
Chapter 26: The Customer Proximity Principle
Why Do We Need to Bring the Customer Closer to Delivery?
Cost Reduction
Reducing Wasted Effort and Time
Removing Hurdles
Increasing Revenue Opportunities
Customer Satisfaction, Buy-in, and Retention
Qualitative Measures
Employee Satisfaction
Reducing Costs, Increasing Revenue, and Improving Customer and Employee Satisfaction
The Role of The Customer Experience Function
Bringing the Customer Closer to Product Development
Bringing the Customer Closer to Delivery
Section V: Conclusions
Chapter 27: Closing Thoughts
The Problem Is Big, Very Big
A New and Human-Centric Approach to Deliver Successful Transformations
Key Takeaways
Wholesale Organizational Change Does Not Work
The Island, Sequential Transformation, and Digital Acceleration Deliver Success
The Galapagos Principles
The Positive Impacts of Using The Galapagos Framework
Organizational Health
Reduced Cost
Reduced Risk
Increased Productivity
Increased Profit
Looking Forward
Take Control of the Digital Transformation Journey
Final Thoughts
Section VI: Case Studies
Chapter 28: Case Study Rose’s Story Part 1: Toxic Culture
Introduction
Toxic culture – The Dinosaur Cafe
Overview
Situational Analysis
Lack of Trust
Culture of Fear
Lack of Collaboration
Politics
Impact Analysis – Toxic Culture
Reduced Productivity
Morale
Sickness
Staff Attrition
Waste
Dysfunctional Teams
Action Plan: Toxic Culture and Dysfunctional Teams
Short Term
Trust and Collaboration
Psychological Safety
The Island
Approaches to Incentivization
Long Term
Conclusion
Chapter 29: Case Study Rose’s Story Part 2: Leadership Vacuum
Introduction
Absence of Effective Leadership
Action Plan: Absence of Effective Leadership
Short Term
Long Term
Vision and Strategy Not Clearly Defined
Action Plan: Vision and Strategy Not Clearly Defined
Short Term
Organizational Structure
Action Plan: Organizational Structure
Short Term
Conclusion
Chapter 30: Case Study Joanne’s Story Part 1: Leadership Conflict
Introduction
Overview
Corporate Ambiguity
Action Plan: Corporate Ambiguity
Short Term
Provide Flexibility
Clearly define the order and priority of delivery items where uncertainty exists
Remove ambiguity on immediate and near-term deliveries
Conclusion
Chapter 31: Case Study Joanne’s Story Part 2: Heavy-Weight Governance
Introduction
Heavy-Weight Governance
Action Plan: Heavy-Weight Governance
Short Term
Conclusion
Chapter 32: Case Study Tony’s Story: Working Environment
Introduction
The Current Working Environment
Collaborative Workspace
Impact
Conclusion
Chapter 33: Case Study Phil’s Story: The Galapagos Framework and Success
Introduction
Greenfield
First Things First – The Galapagos Roadmap
Bringing The Island to Life
Appoint The Leadership Function Roles
The Accountable Executive (AE)
Combined Business Head and Product Roles
Delivery Head and Technology
Customer Experience
Strategic Action Session: Strategy, Direction, Budget, Capabilities, Skills, and Resources
Processes Used and Artifacts Produced
Integration Specialists
Ongoing Tasks in Bringing The Island to Life
Digital Communication Channels
Kick-off
Culture
No Surprises
Team Cohesion, Fast Decision-Making, and Issue Resolution
Reporting Lines
Geographic Isolation
Processes Used and Artifacts Produced
Delivery
Early UX Prototypes
Expectation Management
Stakeholder Support
Digital Acceleration
Conclusion
Increased Productivity and Delivery Performance
Risk Reduction
Increased Profits and Standardization Using The Galapagos Framework
Appendix A: A Guide to the Leadership Guide
Organizational Structure
Roles and Responsibilities
Organizational Culture
Leadership Styles
Strategies for Success
Conclusion
Appendix B: Example Technology Matrix
Technology Matrix
Appendix C: Example Metrics
Example Metrics
Key Performance Indicators (KPIs)
Balanced Scorecard (BSC)
Objectives and Key Results (OKRs)
Appendix D: Example Technologies and Architecture for Web-Based Applications
Technology and Architecture
Cloud/Cloud First
APIs (Application Programming Interface)
Automated Testing and Test-Driven Development (TDD)
Dev Ops
UX to UI (User Experience to User Interface, Zero Distance between the Two)
Architecture (Microservices)
Containerization
Container Orchestration
Service Mesh
Security
Authentication
Authorization
Encryption
Security/Penetration Testing
Access Control
Logging
Firewalls
Honorable Mentions
Platform as a Service (PAAS)
API Gateways
REST Services
WebSocket’s
Testing
Quality Assurance (QA) Testing
User Acceptance Testing (UAT)
Performance and Load testing
Disaster Recovery (DR) Testing
Big Data
Logging and Monitoring
Caching
Appendix E: Glossary
Index