Eight Questions, Four Hours 1.How much are we spending on project? 2.Where are we getting the money: i.e. who cares? 3.Why is this a better investment than a morale event to Hawaii? 4.How are we going to measure that? How are we going to report results? What is business difference?
Cost Revenue Profit Risk Corp/Regulatory Compliance Strategic Agility C/P Sat C/P Loyalty C/P Advocacy Reputation/ Brand Value Product Value Service Level + - + - + + - + - + + + + + + Customer/Partner Experience + + Technical Quality + + - + Measuring Business Value
Eight Questions, Four Hours 5. What are the business capabilities that we will have to improve to move those dials. –How is it performing today from 0 not doing, to 10 world class? –Where does it need to be on balance? –Bright spots?
Capability Curren t Targe t Brigh t Spot Define Offer357 Manage Opportunity275 Partner communications556 Support Service Offering454 Generate Contract777 Monitor Services050 Manage Alerts686 Develop Customer Insights296 Business Capability Assessments
Eight Questions, Four Hours 6. Who is the canary in the coal mine? Name and develop the persona.
Ingols employee for 3 years (same role) Partners have changed during her time in this role Married with 2 young children Frequently works from home Allison CLAUDETTE – ISP ACCOUNT MANAGER ISP Account Manager RSSG, France IMAGE tbd PAIN POINTS: Not clear on when I get credit for sales that ERL partners drive with LCA accounts Seeing peers go to President’s Banguet because of the impact I have My compensation incentives contradict the direction I get from my manager GOALS: Wants to become a sales manager Wants to show strong growth in her accounts & lead the efforts to the Widget program Wants great work/life balance to spend more time with her kids I don’t feel I have direct control over my commission calculations I enjoy building relationships with my customers and bringing value to them I want to manage my work and information in a single, coherent place
Eight Questions, Four Hours 7. Describe their future experience going. Measure the business value through the UX in our system: customer, employee, ops…
CLAUDETTE – ISP ACCOUNT MANAGER SCENARIO: Claudette is responsible for managing a set of ISP accounts located in Lyon. Some of her partners do all of their work in Lyon, others are a branch of a national partner. Two of Claudette’s partners are thinking about becoming joining the widget program. Claudette has been feeling some pressure from one of her OEMs to help them grow their ISP account revenue. She’s been conflicted because she knows her manager is paid on SIG revenue growth. As she plans her week, she looks into RSSGs strategic objectives and sees how her commission directly aligns to both what’s right for her OEMs, and how it is impacted through her performance goals set by her and her manager. Claudette is pleased how she can easily manage her sales opportunities, see all needed program details and model her incentives all in one place. She is also happy when she sees how she will be compensated for both OEM growth and the impact she has on national OEMs as well. Related scenarios: Regional vs national vs international adjustments Short term vs long term revenue acquisition OEM conflict Co-distributor business development IMAGE tbd Ingols employee for 3 years (same role) Partners have changed during her time in this role Married with 2 young children Frequently works from home Allison ISP Account Manager RSSG, France
Eight Questions, Four Hours 8. What are the requirements/user stories? Describe the activities that users must be able to perform in order to bring this vision to life? As a, I want to be able to,, using so that I can.
Features User Stories Business Value Causal Loop Diagram Narratives Project/Business KPIs Business Capabilities Capability Hierarchy Baseline, Target Performance Scores Key Personas Personas Experience Outcomes Future State Experiences User Scenarios Experience Outcomes Product Backlog User Stories Acceptance Criteria Metrics/MeasuresArtifacts Business Architecture Story Boards/Solution Concepts Collaborative Design Tasks Engineering
build the right thing reduce risk by testing with users effective governance better scope management predictable outcomes common language better resource utilization less micro-management enhanced engagement and collaboration The Value of Design
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