Our intent is to identify the possible transformation scenarios that companies go through to become intelligence-driven and to frame the conversation, share what we have learned for each of those dimensions, and know to be of critical importance for your journey
An organization's executive strategy needs to be aligned with new market and industry conditions, and it needs to be coupled with a culture based on intelligence-driven tasks. An organization's current way of thinking, which has driven success today, may not make us successful tomorrow. To innovate, everything is fair game & should be challenged. These are driven by the CEO.
Technical or digital capabilities are the tools needed to drive strategy execution. Not all capabilities will be needed or deployed at once – some might already be in place. For many organizations, building the right mix of technical capabilities will be an iterative multi-year journey. The CTO and CIO drive these.
The Business Use Cases are the scenarios that will need to be identified and prioritized to implement the strategy and yield the desired functional and business outcomes. Many understand and may even have experience with identifying scenarios and business use cases in line with the organization's strategic intent. What we sometimes fail to realize is how powerful business use cases are. They become a critical part of building your products when you adopt an Agile approach and/or methodology. These are driven by the COO.
The operating model is the execution framework of the organization's people, process, and technology and will need to be designed to achieve a significantly higher level of agility, flexibility, and scalability. Being intelligence-driven means that you want control of your operations with secure predictable and flexible service delivery and capabilities. Having the right Operating Model can allow for faster development, rollout, and adoption. This is why we consider it an important aspect of what we need to address when working with our customers.