How do we do this? As I wrote in my new book for my good friends Xu Ma and Lei Sun, Service Design Methodology and Project Practice:
In the course of planning digital transformation blueprints for enterprises and talking to many of their management, two models often come to mind.
One is the "Framework Design for Digital Transformation" - we can't talk about business in isolation from technology, let alone talk about technology in isolation from the business, and the management model is the pivot that links technology and business.
The other is "digital transformation architecture design". Personally, I like the architecture design model below, which is a general overview - when we help enterprises design digital transformation architecture, we first plan the overall blueprint, starting from the business, management (organizational collaboration, business operations), and then to the technology base. Professional strategy consultants, business consultants, and IT consultants will fully analyze the current situation of the enterprise and the external competitive environment, and then unfold layer by layer, step by step.
So how do you plan a digital transformation path through a digital scenario? The key point is: start from the business model, planning business scenarios.
The first step is to take the business model as a starting point. The business model is the core, need to locate four issues:
1, who is the target customer, where; 2. to meet the needs of customers; 3. how to meet; 4. how to profit
The second step, but also the core: based on the business model, the design of business scenarios for the convergence
In the business model set on the basis of business scenarios convergence through the design of business scenarios, the business model of the actual operation of the way to the ground. The second step is also the core: based on the business model, design business scenarios for convergence.
Step 3: Adjust the organization to fit the business model and business scenarios
Adjust and reconstruct the organization, as well as the related operation team, management process, and performance evaluation, to fit the new business model.
The fourth step is to design an effective profit-sharing mechanism to drive the efficient operation of the organization
Design a new profit-sharing mechanism to minimize the friction and loss caused by the outdated mechanism, maximize the use of the traffic inlet, and improve the operational efficiency and employee self-motivation.
The fifth step is to support a set of mature and stable IT systems to support the rapid advancement of digital transformation.
We often take the approach of "Requirements Communication Meeting" and "*** Creative Workshop" to design digital scenarios. The design time for each scenario can be as long as 2-3 weeks or as short as 1-2 days, depending on the complexity of the business, technology and management. It mainly includes three phases: scenario refinement, ****creation exploration and program output.
When it comes to scenario design, "service design" is the approach often taken in the industry - building research walls, creating user profiles, user journey maps, sorting out key insights and service blueprints, writing user stories, and compiling research reports. These research methods underpin all aspects of digital scenario design, and for each of them, the industry has relatively detailed information and explanations.
It is worth noting that digital transformation ideation for consumer markets generally requires user modeling and targeting core users before user journey analysis. For B2B projects, the core user departments and core users should be defined based on the scenarios chosen and derived by assumptions. I.e. - "Define the scenario, what are the users?" , "Who is the most painful (pain)", "Assume who is the most happy after the transformation (gain)", "Lock the core user departments and user roles".
The Lean Canvas is an effective tool for forming the prototype of digital application scenarios. It helps us to fully analyze the users, summarize the information in a framework, and make a global diagnosis and design under the leadership of the solution architect.
Here is a business scenario we designed for a major OEM.
Next, we can prioritize the digital tasks in terms of difficulty and impact, sort out the digital scenarios one by one, and then plan the digital transformation path for the whole enterprise.
In EDGE: Value-Driven Digital Transformation, the Lean Slicing approach and the Lean Value Tree tool are mentioned.
Lean Slicing and Lean Value Tree will play a key role in scenario-driven digital transformation design. I've seen managers in many organizations hesitate to implement digital transformation, unaware that lightweight experimentation, evolution and planning are more helpful for managers to quickly distill valuable digital scenarios and landed initiatives.
This article is a summary of the views of the scene, the pictures in the text are also from the sharing of the PPT. the text and the scene have interpretation of many different, not exhaustive, welcome to exchange at any time.
This article is a summary of the views of the scene.