The document discusses strategies for successful digital transformations, noting that most fail due to issues such as not linking projects to key objectives, treating transformations as only technology projects, and not properly considering processes or change management. It provides an overview of prerequisites for success, including picking the right projects, using the right methodology, staffing with the right team, managing projects holistically, and using KPIs to measure results. The document also discusses approaches for process design like observation, mapping current processes, ideating improvements, and testing changes to drive successful transformations.

1. DeliversSM by Haser Consulting
Success Secrets for Real
World Digital
Transformations
Optimizing Business
Processes to Deliver
Value

2. DeliversSM by Haser ConsultingDigital Transformation
DIGITAL
:of, relating to, or using
calculation by numerical
methods or by discrete units
Merriam-Webster
TRANSFORMATION
:a complete change in
the appearance or character of
something or
someone, especially so that that
thing or person is improved
Cambridge Dictionary

3. DeliversSM by Haser Consulting
Most Digital Transformations Fail
THREATENS EXISTENCE
ON BUDGET
DELIVERS VALUE
IT PROJECT SUCCESSFUL
MEETS DIGITAL EXPECTATIONS
83%
55%
44%
45%
5%
17%
45%
56%
55%
95%
Success Failure
Source: Studies by Bain, IBM, McKinsey, PMI, 4PM & Calleam

4. DeliversSM by Haser ConsultingSetup for Failure
• Project not linked to key corporate objective
• Transformation project treated as a technology
project
• Lack of buy in from key stakeholders
• Key roles not filled by key people
• Processes design not considered crucial
• Change management shortchanged

5. DeliversSM by Haser Consulting
Preparing for Success
The Prerequisites

6. DeliversSM by Haser Consulting
Pick the
right
projects
Select the
right
methodology
Staff
with the
right
team
Manage
projects
holistically
Use KPI’s to
measure and
drive results
Project / Product Delivery Excellence
Prerequisites
Solution Implementation

7. DeliversSM by Haser Consulting
People are
the Key
An engaged
sponsor
Selecting
the right
team
Aligning the
organization
Provisioning
the partners
“A” team

8. DeliversSM by Haser Consulting
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Kent Beck James Grenning Robert C. Martin
Mike Beedle Jim Highsmith Steve Mellor
Arie van Bennekum Andrew Hunt Ken Schwaber
Alistair Cockburn Ron Jeffries Jeff Sutherland
Ward Cunningham Jon Kern Dave Thomas
Martin Fowler Brian Marick
Prerequisites

9. DeliversSM by Haser Consulting
Staff with the Right Team
• Understand the key roles
• Ensure each key role staffed with a
competent person
• Do not delegate key decisions to
partners
• Plan to develop missing capabilities
Prerequisites

10. DeliversSM by Haser Consulting
Process Design Foundations

11. DeliversSM by Haser Consulting
Manage the Project Holistically
Solution Implementation
Approach must cover all three phases
• Process Design
• Change Management
• Technology Delivery
Foundations

12. DeliversSM by Haser Consulting
Why Process Matters
WORK
HOW PEOPLE DO THEIR JOBS
INTERACTION
WITH CUSTOMERS AND SUPPLIERS
DATA
CAPTURE, COLLECTION, & CATEGORIZATION
Foundations

13. DeliversSM by Haser Consulting
A Different Way to View
Business Models:
The Machine that Changed the
World
Foundations

14. DeliversSM by Haser Consulting
Toyota – 14 Key Principles
(Paraphrased)
1. Right decisions for the long term, even at expense of short term
2. Bring problems to the surface
3. Use a “pull” system
4. Level out workload
5. Culture that fixes problems
6. Standardization as foundation of improvement
7. Visual Controls
8. Technology pulled in to use, not pushed
9. Leaders as teachers
10. Develop exceptional people who follow company philosophy
11. Respect the entire ecosystem
12. See for yourself
13. Make decisions as a team
14. Be a learning organization
Make Waste Visible: Work in
teams to eliminate Waste
Foundations

15. DeliversSM by Haser Consulting
Scientific Thinking
6 Principles
• Extraordinary evidence
• Falsifiability
• Occam’s Razor – Simpler
explanation more likely true
• Replicability
• Ruling out Rival Hypotheses
• Correlation versus Causation
Practical Application
• Hypothesize an outcome
• Design a simple test
• Measure Results
• Confirm / Refute Outcome
• Capture learnings
Foundations

16. DeliversSM by Haser Consulting
Process Design Tools

17. DeliversSM by Haser Consulting
Process Design Approaches / Tools
Thinking Design Thinking
Mapping Journey Mapping
Lean Lean Process Design
Tools

18. DeliversSM by Haser Consulting
1. Identify
Value
2. Map the
Flow
3. Build
Protype
4. Observe
Results
5. Seek
Perfection
Lean
Design
Principles Continuous
Improvement
Cycle
Identify
Plan
Execute
Review
Tools

19. DeliversSM by Haser Consulting
Lean Approaches
X
xx
Something not
optimal
Do we understand
what it should be
How close are we
to ideal
Categorize the
Problem
System
Pathway
Connection
Activity
Problem
Description Root Cause
Expected
Outcome
Actual
Outcome Learning
S
P
C
A
S
P
C
A
Concept Prototype Validate
Internally
Test
Externally
Learn from
Results
Iterate
Tools

20. DeliversSM by Haser Consulting
Customer Journey Mapping
Agile
Preparation
• Mockup/wire
frame (Story
Mapping)
• User Story Sizing
• Refine User Stories
• Plan and Sequence
Releases of User
Stories (Determine
Cadence)
• Create Initial Task
Board
Design
Thinking
Design
Thinking
Agile
Preparation
• Vision Boards
• Existing Business
Process Flows
• New Business
Process Flows
• Visual Timeline
• UI Design
Wireframes
• Initial Backlog
Tools

21. DeliversSM by Haser Consulting
User Story Mapping (Vision
Board/Wireframes)
time
Below each larger functional
story are the sub-stories
(backlog) that make it up
Tools

22. DeliversSM by Haser Consulting
Design Thinking Process
Empathize
Define
Ideate
Prototype
Test
• Interviews
• Shadowing
• Seek to understand
• Non-judgmental
• Personas
• Role objectives
• Decisions
• Challenges
• Pain Points
• Share ideas
• All ideas worthy
• Diverge / converge
• “Yes and” thinking
• Prioritize • Mockups
• Storyboards
• Keep in simple
• Fail fast
• Iterate quickly
• Understand impediments
• What works?
• Role play
• Iterate quickly
• Capture learnings
From Stanford d.school
Tools

23. DeliversSM by Haser Consulting
Process Design Application
Practical Approach

24. DeliversSM by Haser Consulting
Observation – Genchi Genbutsu
• Go to the source
• Observe for yourself
• Validate data
• Act on only verified data
? How are tools being used?
? Where are work arounds in place?
? Who does what?
? What causes pain / frustration?
? What data is used, collected, shared, and
ignored?
Practice

25. DeliversSM by Haser Consulting
Map the “As Is”
• SIPOC
• Suppliers
• Input
• Process
• Output
• Customers
• Unaddressed customer value
• Value added
• Necessary but non-value added
• Waste / Pain Points
• Knowing how things work now, allows understanding what will change
Practice

26. DeliversSM by Haser Consulting
Ideate
• What is required to eliminate waste?
• What can be automated?
• How do new tools change the equation?
• What outcomes do you expect?
• How will you test your solution hypotheses?
• Create the “To Be” process maps
• Group and prioritize the potential solutions
Practice

27. DeliversSM by Haser Consulting
Proceed Incrementally
Product
Backlog
Sprint
Planning
Sprint Backlog
Sprint
Execution
Daily
Scrum
Sprint
Review
Sprint
Retrospective
Potentially
Deployable
Solution
VALIDATION
CHANGE
MANAGEMENT
Practice

28. DeliversSM by Haser Consulting
Testing And Learning
• Hypothesize Outcomes
• Simplest Test Possible
• Measure Actual Outcomes
Validation
• Future tracking
• New Hypothesis
Failure
• Actual Outcomes
• Learning Hypothesis
Feedback is what drives improvement
Practice

29. DeliversSM by Haser Consulting
Required Team Skills
• Process Facilitator / Sensei
• Process Experts – People who know the current processes
• Tool Experts – People who know what the tools can and cannot do
• Ecosystem Experts – People who understand others in the ecosystem
• Customers
• Suppliers
• Partners
• Diversity is a plus
Practice

30. DeliversSM by Haser Consulting
Tying Processes into Successful
Transformation
Value Realization

31. DeliversSM by Haser Consulting
Holistic Approach
Solution Implementation
Value

32. DeliversSM by Haser Consulting
Obtaining the Results
• Value driven by changing behaviors
• Structure control plans to measure adoption
• Use KPI’s progress to target to identify post launch issues
• Process owners must own KPI tracking
• New measures tracked until new behavior ingrained
Value

33. DeliversSM by Haser Consulting
Questions
Contact Information
billhaser@outlook.com
v-bhaser@pointb.com
+1 847 615 1751
linkedin.com/in/bill-haser
@billhaser
live:billhaser