
VeriSMT: Unwrapped and Applied
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Content
- Intro
- Title
- Colophon
- Preface
- Authors' Preface
- Contents
- Table of Figures
- Contributors
- 1 Using this Book
- 1.1 Overview of the VeriSM approach
- 1.2 Part A: Chapters 1 - 18
- 1.3 Part B: Chapters 19 - 29
- 1.4 The 2018 Digital Transformation Survey
- Part A
- 2 Digital transformation in context
- 2.1 VeriSM and digital transformation
- 2.2 Defining the digital age
- 3 The digital age and the digital organization
- 3.1 What is a digital organization?
- 3.2 Digital transformation and the digital organization
- 3.2.1 Systems and digital transformation
- 3.2.2 Systems of record and systems of engagement
- 3.3 People and the digital age
- 3.3.1 Generation Y and Z as consumers
- 3.3.2 Generation Y and Z as staff
- 3.4 Digital products and services
- 3.5 Digital optimization and transformation approaches
- 3.6 From conventional to digital services
- 3.7 Requirements for successful digital programs
- 3.8 Digital transformation options
- 3.8.1 An organization-led implementation option
- 3.8.2 Consultant/vendor-led implementation option
- 3.8.3 Mixed implementation option
- 3.9 The impact of digital transformation on ways of working
- 3.9.1 Consumer centricity
- 3.10 The impact of digital transformation on structure
- 4 The digital leader
- 4.1 Who are the leaders in the digital organization?
- 4.2 The digital mindset
- 4.3 What skills do digital leaders need?
- 4.3.1 Leadership competences
- 4.4 Leading cultural transformation
- 4.5 Leadership in the initiation phase
- 4.6 Ongoing leadership
- 4.7 Communicate the 'why'
- 4.8 Digital sustainability: guidance for digital leaders
- 4.8.1 Planning and measurement: short term
- 4.8.2 Planning and measurement: medium term
- 4.8.3 Planning and measurement - long term
- 5 Adapting to constant change
- 5.1 Kill the hierarchy
- 5.1.1 Moving to a flatter structure
- 5.1.2 Why embrace a flatter structure?
- 5.1.3 Getting started
- 5.2 Decentralize decision making
- 5.2.1 Best placed
- 5.2.2 Getting started
- 5.3 Provide autonomy
- 5.3.1 What is autonomy?
- 5.3.2 Guardrails
- 5.3.3 Getting started
- 5.4 Employee ownership
- 5.4.1 Benefits
- 5.4.2 Achieving a sense of ownership
- 5.4.3 Getting started
- 5.5 What do leaders need to do?
- 5.5.1 Become adaptive leaders
- 5.5.2 Adaptive leadership teams
- 5.5.3 Get out of the way
- 5.5.4 Move away from 'empowering'
- 5.5.5 Getting started
- 5.6 Establish mutual trust
- 5.6.1 Sense of purpose
- 5.6.2 Walk the talk
- 5.6.3 Teams
- 5.6.4 Enablement
- 5.6.5 Transparency
- 5.6.6 Everyone is equal
- 5.6.7 Getting started
- 5.7 Build a network of reliance on others
- 5.7.1 Getting started
- 6 Collaboration
- 6.1 What is collaboration?
- 6.1.1 Collaboration is not a tool
- 6.1.2 Collaboration is not using social tools in the workplace
- 6.1.3 Collaboration is not email
- 6.2 Collaboration behaviors
- 6.2.1 Organizational behavior characteristics
- 6.3 Why is collaboration important?
- 6.4 The dynamics of collaboration in an organization
- 6.4.1 The dynamics of team collaboration
- 6.4.2 The dynamics of enterprise collaboration
- 6.5 Benefits of nurturing a collaborative culture
- 6.6 Collaborating in practice
- 6.7 Measuring success
- 7 Knowledge management
- 7.1 Knowledge management defined
- 7.2 Knowledge management in the digital age
- 7.3 Knowledge management behaviors
- 7.4 The purpose of knowledge management in a digital organization
- 7.5 Knowledge management roles and competences
- 8 Outcomes
- 8.1 What is an outcome?
- 8.2 What is different for products and services?
- 8.3 How to identify outcomes
- 8.3.1 Value Stream Mapping (VSM)
- 8.4 Measuring outcomes
- 9 Transformation techniques
- 9.1 Identifying transformational opportunities
- 9.1.1 Cynefin
- 9.2 The VUCA view of the world
- 9.3 The Innovator's Dilemma
- 9.4 The Lean Start-up
- 9.5 Business Innovation Circles (BICs)
- 9.5.1 Setting up BICs - the three Cs
- 9.5.2 Techniques used in BICs
- 9.6 Other tools and techniques
- 9.6.1 Collecting information and data
- 9.6.2 Tools to solve problems and understand current environments ...147
- 9.6.3 Tools to frame a hypothesis
- 9.6.4 Platform business model maps
- 10 Governance and strategy
- 10.1 Setting the scene
- 10.2 The importance of leadership in governance
- 10.2.1 VeriSM Pillars
- 10.3 The organizational portfolio
- 10.4 Relationship of the organizational portfolio to other VeriSM artifacts and activities
- 10.5 Governance and strategy overview
- 10.5.1 Evaluate, Direct, Monitor (EDM)
- 10.5.2 Evaluate
- 10.5.3 Direct
- 10.5.4 Monitor
- 10.6 Governance questions
- 10.6.1 Question one - Who are we?
- 10.6.2 Question two - What influences what we can do?
- 10.6.3 Question three - What do we do?
- 10.6.4 Question four - Who do we do it for?
- 11 VeriSM described
- 11.1 The high-level view
- 11.2 VeriSM unwrapped: the full view
- 11.3 VeriSM applied: FireCloud Health case study
- 12 The Management Mesh
- 12.1 What is it?
- 12.2 How is the Management Mesh used?
- 12.3 Creating the current view of the Management Mesh - What is available?
- 12.3.1 Resources
- 12.3.2 Environment
- 12.3.3 Management practices
- 12.3.4 Emerging technologies
- 12.4 VeriSM unwrapped: the Organizational Mesh
- 12.5 VeriSM applied: FCH Organizational Mesh
- 13 Define: approval
- 13.1 Option space
- 13.2 Opportunity portfolios
- 13.3 Run-Grow-Transform (RGT)
- 13.4 VeriSM unwrapped: tools to approve decisions
- 13.5 VeriSM applied: FCH Wearable initiative approval
- 14 Define: define the requirements
- 14.1 Remember the consumer
- 14.2 Introduction to requirements
- 14.2.1 Requirements gathering techniques
- 14.3 Gathering the requirements
- 14.3.1 Traditional requirement gathering
- 14.3.2 Iterative requirement gathering
- 14.4 Requirement analysis and agreement
- 14.5 Choosing management practices and technologies
- 14.5.1 Choosing an appropriate management practice
- 14.5.2 Choosing appropriate technology
- 14.6 Conclusion: managing requirements
- 14.7 VeriSM unwrapped: requirements
- 14.8 VeriSM applied: FCH requirements
- 15 Define: analyzing gaps
- 15.1 Perform a gap analysis
- 15.2 Steps to perform a gap analysis
- 15.3 Techniques for analyzing and managing gaps
- 15.3.1 McKinsey 7S framework
- 15.3.2 Burke-Litwin model
- 15.3.3 Nadler-Tushman model
- 15.4 Conclusion: gap analysis
- 15.5 VeriSM unwrapped: interpreting gaps
- 15.6 VeriSM applied: FCH gaps
- 16 Define: source the gaps
- 16.1 Sourcing options
- 16.1.1 Strategic sourcing
- 16.2 VeriSM unwrapped: sourcing protocols
- 16.3 VeriSM applied: FCH sourcing
- 17 VeriSM Produce, Provide and Respond stages
- 17.1 Produce
- 17.1.1 Merging management practices
- 17.1.2 VeriSM unwrapped
- 17.1.3 VeriSM applied: FCH Produce
- 17.2 Provide
- 17.2.1 VeriSM unwrapped
- 17.2.2 VeriSM applied: FCH new Management Mesh
- 17.3 Respond
- 18 Making a case for VeriSM
- Part B
- 19 Case studies: early adopters of VeriSM
- 19.1 6point6 Cloud Gateway
- 19.2 CITIC Tech: using VeriSM to support digital transformation
- 19.3 Kabu.com Securities Co. Ltd.
- 20 Case studies: digital transformation - WuXi AppTec and ANONCORP
- 20.1 WuXi AppTec
- 20.1.1 Procurement's challenges
- 20.1.2 Looking ahead
- 20.2 Anoncorp
- 20.2.1 Past approach
- 20.2.2 New approach
- 20.2.3 Recent example
- 21 Case study: digital transformation in the public sector - Aylesbury Vale District Council
- 21.1 Introduction
- 21.2 History and context
- 21.3 Transformation
- 21.4 Organization and people transformation
- 21.5 Future plans
- 22 Case study: digital organization - Sky Betting and Gaming
- 23 Real world perspective: interview with Jack Bischof from Technology Business Management
- 24 Real world perspective: Interview with Karen Ferris, OCM Expert
- 25 Real world perspective: digital transformation and the jobs market
- 25.1 Employment market overview
- 25.2 Digital strategy
- 25.3 Salary expectations CDO/CTO/CIO
- 25.4 Leadership and skillset required in digital transformation
- 25.5 What do staff need?
- 25.6 The role of the CDO and team
- 25.7 Digital transformation and the impact on the jobs market
- 25.8 Summary
- 26 Real world perspectives: Ivanti, ServiceNow and Marval
- 26.1 Ivanti
- 26.2 ServiceNow
- 26.3 Marval
- 27 Real world example: digital optimization- Hippo Digital/Kidz Klub Leeds
- 27.1 The problem to be solved
- 27.2 Design sprint preparation
- 27.3 Design sprint community approach
- 27.4 Ongoing work with Kidz Klub
- 28 Real world example: digital design - Hippo Digital
- 28.1 Hippo Digital: build the right thing
- 28.2 What is digital design?
- 28.3 What is Design Thinking?
- 28.4 About the user and meeting their needs
- 28.5 What is a user journey?
- 28.6 Delivering Design Thinking
- 28.7 Design techniques
- 28.8 About the team
- 28.9 Tools
- 28.10 Applying Design Thinking across the organization
- 29 Real world example: Sollertis Convergence - automating the Management Mesh
- 29.1 What is Sollertis Convergence?
- 29.2 Outcomes and organizational portfolio
- 29.3 The Management Mesh for the current state
- 29.4 The Management Mesh for ideas and transformation
- 29.5 Connecting to project portfolio, projects and develop
- Appendix A: Readiness for VeriSM
- Appendix B: FireCloud Health case study
- Appendix C: How management practices evolve
- 29.6 Lean applied outside of manufacturing
- 29.7 Enterprise service management at Kinetic IT
- Appendix D: Management practices information
- Appendix E: Agile requirements
- Appendix E2: Master requirements document
- Appendix F: Steps for strategic sourcing
- Glossary
- Bibliography
- Index
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