This article provides a description in a nutshell of the method, as supported by VDMbee’s Value Management Platform (VMP). This method can be positioned as “Continuous Business Model Planning”. It focuses on rationalizing strategy, and assessing impact of that on the structures and value objectives of the business of the future. Its outcomes enable managerial decision making about innovation and transformation, based on underlying industry-standard value models and business ontology. Its outcomes also serve as inputs for productive change projects, both organizationally and in IT.
The following graphic gives a high-level impression of the stages of the model and what kind of (integrated) views are used during these stages.
During “discovery” (its four sessions) we follow the following steps:
Meanwhile, in each session, there can be discussion and feedback on the results so-far, which may lead to adjustments, etc.
As indicated above, during the period in which the workshop sessions are conducted, workshop results are mapped into structured models for prototyping. This is performed in a VMP-supported, interactive way. These models represent a set of interacting business models, of the key participants in the ecosystem. These models are structured based on the underlying value model and business (model) ontology.
Then, after the discovery workshop (its four sessions), you sit by yourselves, as an analyst, to further massage and fine-tune these prototype models. Among others, essentials of Strategy Maps, as output of the workshop, are worked into these structured models, so that they become a fully and consistently integrated aspect of these models. This way, these models are not only suited as business blueprints for the future, but as well as basis for a dashboard towards the future, based on calculated impact on value objectives.
And this is all done in one, two, or at least a few sprints, following an agile approach. Whereby, during each sprint’s (week’s) evaluation with the stakeholders, you discuss results and findings with them. Basically you continue, till the stakeholders are sufficiently satisfied, and able to make their decisions, and get on implementing the plan in the real world. Default is two or three sprints (weeks).
As a part of this, these dashboards (into the future) will be presented to the stakeholders / decision makers. This is the beginning of “Adopt”. For this purpose we also have enabled light-weight experiments (scenarios), to play with. So that the stakeholders get good feeling for impacts and influences, and things get transparent to them. They may send you back to do more sprint(s) on prototyping, if they get more or different ideas to work into the model and to plan for, etc.
Then, also in context of “Adopt”, when decisions are made, the actual change is initiated. Formally this is complementary to what VMP supports. But VMP models/plans provide useful inputs for that too, such as:
Hope this gives you a brief overview of the method that can be followed. Of course variations are possible, and you can do it your way. But what has been written above is how we follow the method in projects with our customers.Share this: