Outcome Driven Design
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The document outlines the importance of an outcome-driven approach in organizational transformations, emphasizing the need to shift focus from traditional solutions to desired outcomes that meet customer needs. It highlights the challenges posed by technological advancements and changing customer expectations, which complicate decision-making processes in businesses. The author, Mike Clark, advocates for collaboration and strategic alignment around outcomes to drive value and efficiency in project delivery.
Outcome Driven Design
- 2. Who Am I……. Over the past 16 years I have been innovating, and delivering large organisational transformations across a variety of industries. I have thrived on complexity, and have always brought a level of simplicity to the most complicated of challenges. I bring a creative and logical approach to organisational challenges, which enables me to take traditional and innovative approaches and combine them into new ways of thinking and working. Mike Clark Founder of Cohesion 360 & Business Partner Livework
- 3. 3 Cohesion 360 was created to bridge a gap Bringing together skills of design and architecture, we enable companies to plan and deliver cohesive changes, which are designed around needs and experiences of people, through use of customer centric structures, systems and capabilities.
- 4. 4 Something to consider… Technology is changing every aspect of our lives. What was previously just a business problem is now a cross industry concern.
- 5. 5 Customers are changing the business landscape Customers are changing the way services are designed, through interactions and demands they are reshaping and evolving a greater number of established business models
- 6. 6 Cities are being transformed by customer demands Technology and customer demands have reached physical spaces. Cities are now blending technology and design spaces as customers demand a connected experience no matter the location.
- 7. 7 Combined with other factors pressure continues to grow Market forces which were once silent suddendly are adding greater controls and starting to demand daily changes.
- 8. These changes bring challenges..
- 9. 9 Board room decisions becoming more complex With so much choice and complexity the ability to focus on the things that create the most value for the business and its customers is becoming even more difficult.
- 10. 10 The strategy and execution gap is becoming wider Even when choices are made the gap between those choices and the delivery is becoming even wider. Leading to duplicate portfolios and in some cases duplicate deliveries of the same thing.
- 11. 11 Technology decisions becoming more complex Balancing older technologies with the new advancements customers demand is becoming even more complex. Making the right choices is often unclear, and hidden in vast amounts of requirements.
- 12. 12 Customers expectations are struggling to be met. As internal changes are made, the outcomes that make a difference to customers are often not understood, leading to frustrated customers.
- 13. 13 New competition is entering the market daily To add to the complexity new companies are entering the market place, reshaping established business models, and delivering outcomes people expect.
- 14. We need to think differently..
- 15. 15 Shifting the focus to outcomes Shifting the focus to outcomes enables people to design from the end, focusing on the things that customers and the business wish to be “able to do”
- 16. 16 Outcomes move the focus away from benefits Starting with outcomes makes people focus on the things that create the benefits, stopping people getting stuck in the benefits trap.
- 17. 17 Improves collaboration between teams An outcome focus enables customers, business and technology teams to co-create and prioritise the outcomes that make the biggest impacts.
- 18. 18 Builds a connection to customers and industry Outcomes build a natural connection to what customers want and what the business needs to design/deliver
- 19. 19 Bridges a gap Needs & Outcomes Delivery & Manage
- 20. 20 Outcomes and value will direct multiple industries
- 21. 21 Leading to more focused decisions An outcome focus puts things into business terms enabling senior stakeholders to make the decisions that really make a difference.
- 22. Outcomes create a new approach to change..
- 23. At the outset, stakeholders are asked not to focus on solutions, but to think through the needs and outcomes required to make the biggest impact for the business and its customers. 23 Enables design from the end
- 24. To add structure outcomes can be grouped into categories, which can either be industry specific or grouped generically by capability. These groupings help teams manage outcomes efficiently, but also enable clear transparency of the types of outcomes each project or strategy is working towards. Outcomes can be grouped
- 25. Working backwards from the outcomes, stakeholders can shape a strategy, define a project and determine the capabilities needed to realise the overall outcome, and associated value. 25 Outcomes shape the portfolio
- 26. Outcomes (and value) can be linked from strategy to the supporting projects, providing traceability, removing duplication, enabling stakeholders to prioritise the outcomes that deliver the most value. Outcomes align all perspectives
- 27. Alignment of capabilities provides early insight into existing capability gaps or in some cases the need to create new capabilities. Capability alignment to outcomes provides a holistic view of change across strategy and project portfolios, removing the potential of duplicate outcome delivery. 27 Outcomes Business Capabilities Able to use customer insights to provide relevant customer information on their policy. ↔ Insight and data Management Able to Improve execution by introducing delivery support û Delivery Support Outcomes help shape new capabilities
- 28. 28 ValueBenefits Outcome Able to use customer insights to provide relevant customer information on their policy. Increase Policy Transparency Increase Revenue Senior management are able to start from the key values and determine, which outcomes, will generate the biggest value for the business and its customers. Outcomes create a path to real value
- 29. An outcome focus ensures technology teams work towards the delivery of outcomes rather than the traditional solutions only focus. Holistic views of outcomes lead to the creation of shared technology abilities, which can be accessed by multiple business units and customers. 29 Outcomes Business Capability Technology Response Leading to the right technology changes
- 30. 30 ValueBenefitsOutcomeCapability Impacted Enabling Project Technology Enablers Creating full traceability and a focus on the right changes
- 31. 31 Leading to roadmaps of outcomes and value A roadmap of outcomes, helps articulate the outcomes being delivered overtime. Helping stakeholders prioritise outcomes, and projects based on the beneficiary, and also the value.
- 32. 32 Clearer view of capability impacts
- 33. 33 Providing full traceability across portfolios Once outcomes are understood we change the way portfolios are managed, providing full traceability and an understanding of broader impacts.
- 34. 34 Leading to a cohesive design The use of outcomes and the understanding of “when” and “whom” to deliver them, leads to a more connected design, which is shaped around the needs of people.
- 35. 35 What outcomes will you create?