#Global #Digital #Consultancy Start-up Pt2 #Adjusted #Governance #Magic #Bullet

I offer several strategic consultancy services one of them is Organizational Design this can involve launching a new service or creating new divisions or even whole Global companies.

Governance is a Business Enabler

Having written several enterprise governance documents using ISO/IEC 385000 as a template I am well aware that governance is one of those areas that is much misunderstood.

Well constructed and managed governance is open and obvious, it is designed to enable business and has an active and transparent policy creation and updating process. However, there is a huge amount of governance set up to chain the business to policies that are truly complex, meaningless in the current context and have become a power base in their own right.

Governance should be used as a route to evolve policies (that in  turn establish processes) that are market responsive in a framework that effectively manages risk and regulatory compliance.

Governance can build Design Thinking and Service Design directly into the core policies and processes of an organisation

Digital is a new type of Business not a Channel

The reason Governance is an important factor is that different behaviours in business require different Governance.

From Global Digital Consultancy Start-up Pt1 – Founding a New Consultancy is all about Market Differentiators it should be clear that a Digital Business, does something different from an Existing or Established Business.

Digital is established, interacts and delivers differently from other businesses, it creates conflict with the existing status quo

These stages and the processes they create in a start-up will create conflict or roadblocks to success with Venture Capitalists and existing internal Business structures, institutions and organisations unless there is Adjusted Governance and ultimately adjusted accountability, effectiveness measurement, recruitment policies, recruitment process, career paths etc.

Adjusted Governance is the magic bullet in setting up a Digital Business

Adjusted Governance enables Digital to work quickly and effectively within the more volatile framework of immediate and rapid response business strategy, investment rules and return on investment than those used in existing enterprises or global organisation structures.

I have yet to work on a Start-up that has got adjusted governance set up before it becomes a critical hinderance

I always ask if there is adjusted governance and without fail, I am told it is not required. This comes down to a basic misunderstand of the usage of the word Digital. Digital Consulting really means Agency Consulting with Scaled Delivery, it is not the Digital Market Channel that Commerce thinks it is at all.

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#Global #Digital #Consultancy Start-up Pt1 #Market #Differentiators

I offer several strategic consultancy services one of them is Organizational Design this can involve launching a new service or creating new divisions or even whole Global companies.

Being a founder of anything is quite exciting, especially if you are funded in advance. I think that was the thing that really helped get this project off the ground. While you know history will be written as you work and rewritten after you leave the following case study in several parts is about how you really set up a Global Digital Consultancy.

Founding a New Consultancy is all about Market Differentiators

The starting point for this consultancy was a discussion between the CEO and an up and coming Executive. I can only relay the gist of what was said as it was relayed to me to get me onboard with the project. The names have been removed because it’s not important exactly who only what is said;

CEO: Executive we need to get into Digital, digital is the next big thing, can you get some people together who can tell our digital story to the world?

Executive: Yes I will get a mix of people and keep mixing until we find people who the market will accept as our face.

CEO: Executive what is digital to you, its not Technology or Consulting we have tried those angles and have not got traction in the market?

Executive:  I’m not sure, but let me come back to you.

It started with three of us, plus an Executive.  We worked together to define what is Digital, for while we all had our own ideas, we needed a consensus view to build a business that people could relate to, buy into and attribute value to.

Definition of Digital

If digital is not technology or consulting, what is it. For us we looked at the experience of digital to define it.

  • Digital is adaptive, agile and lean
  • Digital is rapid, cuts through red tape, evolves
  • Digital is engaging, exciting and challenging
  • Digital is tangible, easy to explain and does not rely on PowerPoint

Digital is about people’s experience of a product or service not the delivery mechanism.

Digital sits at the cross over point between strategy and design*, design* and technology and technology and strategy, with people at the centre

note*: the others wanted to use UX, but because of the infighting between UX, CX, IxD, Service Design, Design Thinking, Etc., I suggested just using Design to catch them all.

No one thing Strategy, Design, Technology is more important they all need to be engaged in a Digital Solution else they become a point of failure in the future. Everyone in a client business is part of digital too, including accounts, legal, production, operations, delivery, marketing as they are all the experience customers have of a companies Success or Failure to fulfil the engagement.

From my perspective we appeared to create a hierarchy but most importantly internally we got rid of the separation between consultants and technologists because useful people are not just one thing, they are complex.

For me like most people who have focused on Customer Experience the ability to work at a Strategic level or on complex Technology was often not possible because recruiters and clients don’t understand our profiles as technical. In this start-up it was important for me to break people capabilities out from the narrow points of reference of “I don’t see it on the CV”. This also enabled me to hire widely and easily people whose real skills were lost on the market, but not on me.

Once we had this concept of;

Blended people providing a Blended Service

we were ready to start Defining the Propositions, Processes and setting up the Capability Management. If only it was that simple, the next instalment will explain why.

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#Innova8 combining #designthinking #servicedesign and #userexperience #customer validated services and products

Innova8™ combines design thinking, service design and user experience within an 8 hour process, that takes business issues and delivers customer validated solutions and prototypes.

Innova8™ is a process that fits into Agile and Lean, facilitating DevOps Organisational Design and brings the business closer to their customers through a lens of digital technology and customer validated interactive behaviours.

Design Thinking should never be used to define software, it’s the wrong method. It will create software that only executives want to use, not customers

Design Thinking is a great method to distil the strategic needs of an organisation defining ‘How do we make money’ and ‘What are our services’. Service Design defines ‘How a service works’ and the interrelated model to setup, deliver and manage services, defining customer touchpoints, potential communication routes, digital technologies and key interaction models for a defined service in a blueprint. UX engages directly with customers to deliver the detailed product blueprint for communication routes, digital technologies and their individual key interaction models.

Paradigm Interactions Inc. owns the worldwide rights to the innovation process Innova8™ developed by Karl Smith. The process outline (without critical details) was first published online in 2001. Innova8™ is a unique innovation technique that mashes counterintelligence techniques with human-centered design methods, clients, customers and creative people.

Innova8™ 86681840 in the United States of America

International Class
042 – Scientific and technological services and research and design relating thereto; industrial analysis and research services; design and development of computer hardware and software; legal services.

The process enables clients or consultancies to establish rapid innovation labs to an 8-hour process, where real innovation that meets customers and business needs can be done in hours rather than months or years.

Some completed projects

  • Innova8™ with Deutsche Bank – No film
  • Innova8™ with The Roundhouse – No film
  • Innova8™ with Vodafone UK – No film
  • Innova8™ with Bank of Moscow – No film
  • Innova8™ with Bradford College – No film
  • Innova8™ with Pearson Education – No film
  • Innova8™ with Oxford University Press – No film
  • Innova8™ with Oxfam UK – No film
  • Innova8™ with Zoopla Property Group – No film
  • Innova8™ to launch Accenture Financial Services Innovation

  • Innova8™ to launch Wipro Digital Company

It is worth noting that design thinking used to be called UX strategy, service design was part of UX too, the fact that these have been reinvented as new things is concerning for clients costs as in 2010 when you request UX you could get all three types of skills in one UX person. In the case of senior UX people clients still can. Innova8™ does not rely on these more experience people, but can be done through a group of people with various skills and backgrounds.

For more information please contact the Author: Karl Smith https://www.linkedin.com/in/karlsmith2/ or visit http://paradigm-interactions.com/paradigms/innova8/

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