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Vision for 2020:
Development of
Methodology


Supporting pack for core team

March 2009
                                                                      Code-P1




Introduction to this document

•In December 2008, Value Partners was engaged to support
 the British Library by providing a “toolkit” to develop its vision
 to 2020

•Our approach was focused on collaboration and empowering
 the BL
 -working jointly with the BL “core team”
 -teaching strategy “tools”
 -ongoing training and support
 -ensuring BL ownership
 -shared workshops

•This document is a supporting pack which is designed to act
 as a “how to” guide and refresher on the key tools in the
 toolkit
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Structure of this document


                              1               2              3             4
•Tools are divided across 4
 phases of strategy
 planning process




                                  •For each of the 17 tools, this
                                   document outlines
                                   - what the tool looks like
                                   - why we use it
                                   - when we use it
                                   - how we use it
                                   - what the BL version could look like



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Introducing the four phases




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  Planning approach – 4 phases
Phase 1:                Phase 2: Develop       Phase 3: Strategic                       Phase 4:
Structure issues        hypotheses / scenarios Options analysis                         Strategic roadmap
     Who                    What will the operating           Which scenario                What is the critical
   are we?                  environment look like?               is best?                         path?
 Review core                                                                     1
                                 Hypotheses                                                      Scenario 2
  ideology

Define range of                   External
                                                                                             Worksteps 1     2    4   6 10
potential visions               environment
                                 Now     New                                                  Text
Vision   Vision   Build                            Assess
                               New     Now        scenarios                          Plan
   1        2   scenarios                                                        2            • Text
                                  Internal
Vision   Vision
                                environment                                                   • Text
   3        4
                                Conclusions

     PLAN                        Scenario 1                                                            10 years

                                 Scenario 2                                      3
    What do                      Scenario 3
    we need                      Where could                      Where should                   How do
     to do?                        we go?                           we go?                     we get there?

                                                                                                                        4
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Detailed review of phases




                             5
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Phase 1: structure issues
Month     1        2


         Who are we?


    Review core ideology          Vision tools   Planning tools

        Define range of           • Yin Yang     • Question-tree
        potential visions
                                                 • Domain Chart
   Vision 1            Vision 2                  • Hypotheses
                                                 • Source matrix
   Vision 3            Vision 4                  • Gantt chart
                                                 • RACI
              PLAN


        What do we need
             to do?


                                                                    6
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Phase 1a) Vision development


           Core ideology


Generate                                    • Before diving into structuring the issues
range of                                      and planning research, the BL needs to
 vision                                       have an idea of the ‘core ideology’ upon
                               Inform         which its vision will be based
            Vision Vision
       Vision Vision        evaluation of   • This is not an easy exercise and may
              Vision Vision  scenarios
                                              take time
                                             - ideally requires a series of ‘wordsmith’
                                               workshops
                                             - agree in draft format to ‘get the ball
               Vision                          rolling’ and address more fully later (e.g.
                                               when communicated to staff / public)




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Tool 1: Yin Yang


                                      YIN
                                                                                     BHAG
                                                                               (Big, Hairy,
                                                                             Audacious Goal)
                                         Core
                                        Values
                                                                                     VISION
                                          CORE
                                        IDEOLOGY
                                                                                        Description

                                                 Core
                                                Purpose



                                                                                               YANG

Source:James C Collins and Jerry I Porras, Harvard Business Review, September - October 1996
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Yin Yang – why and when do we use it?

Why do we use it?                     When do we use it?
• It is essential to understand and   • At the start of the vision
  clarify the unchanging principles     development process
  behind an organisation before       • As a continual source of
  considering its future direction      reference
                                      • As an evaluation criteria for
                                        scenarios




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How do we construct a Yin Yang?
Core ideology                                                                                              Vision
                                      YIN                                                             • Long-term
                                                                                     BHAG               (10-15 year) goal
• What we stand for                                                                                   • Clear and
• Should include                                                               (Big, Hairy,
                                                                             Audacious Goal)
                                                                                                        compelling
  outward-facing                                                                                      • Tangible,
                                         Core
  statements                            Values                                                          energising and
                                                                                     VISION             focused
                                                                                                      • A clear “finish line”
                                             CORE
                                           IDEOLOGY                                     Description

                                                 Core                                                 • A fuller description
                                                Purpose                                                 of the BHAG
• The raison d’etre
• Why we exist
                                                                                               YANG

Source:James C Collins and Jerry I Porras, Harvard Business Review, September - October 1996
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Example Yin Yang: Sony in the 1950s
Core ideology                                                                                               Vision
• Elevation of the Japanese                                                                           • Become the company most
  culture and national status         YIN                                                               known for changing the
• Being a pioneer – not                                                              BHAG               worldwide poor-quality
  following others; doing the                                                                           image of Japanese products
  impossible                                                                   (Big, Hairy,
• Encouraging individual ability
  and creativity
                                                                             Audacious Goal)
                                         Core
                                                                                                      • We will create products that
                                        Values                                                          become pervasive around
                                                                                     VISION             the world.… We will be the
                                                                                                        first Japanese company to
                                                                                                        go into the U.S. market and
                                             CORE                                                       distribute directly.… We will
                                           IDEOLOGY                                     Description     succeed with innovations
                                                                                                        that U.S. companies have
                                                                                                        failed at – such as the
  • To experience the sheer joy                                                                         transistor radio.… Fifty
    of innovation and the
                                                 Core
                                                                                                        years from now, our brand
  • application of technology for               Purpose                                                 name will be as well known
    the benefit and pleasure                                                                            as any in the world…and
  • of the general public                                                                               will signify innovation and
                                                                                                        quality that rival the most
                                                                                                        innovative companies
                                                                                               YANG     anywhere.… “Made in
                                                                                                        Japan” will mean something
                                                                                                        fine, not something shoddy.
Source:James C Collins and Jerry I Porras, Harvard Business Review, September - October 1996
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                                                                                     ILLUSTRATIVE
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What could the BL Yin Yang look like?
Core ideology                                                                 Vision
• A visionary
                             YIN              ENVISIONED                 • Example: “Become the
  organisation with                             FUTURE                     digital one-stop shop
  world-class collections                                                  for researchers to
• The highest quality                                                      connect to digital
  and breadth of activity,                                 BHAG            content both within
  serving multiple users                                                   and outside our
• Leading edge                 Core                    (Big, Hairy,
                                                                           collections”
  innovations from            Values                 Audacious Goal)
  conservation to
  digitisation
• Making a valuable               CORE
  contribution to society                                                • Major transition to e-
• A passionate and              IDEOLOGY                   Description     collecting and mass
  collaborative culture                                                    digitisation
• Valuable benefits and                                                  • Services based on BL
                                     Core
  personal development                                                     collection and linking
  opportunities                     Purpose                                to non-BL collection
                                                                         • Developing tools for
                                                                           research environment
                                                                         • Majority of customers
               • Advancing the world’s                         YANG        remote
                 knowledge


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Phase 1b) Planning/structuring the issues


Structuring the                        Planning the
                  Defining the scope
issues                                 research

• Question tree   • Domain chart       • Hypotheses
                                       • Source matrix
                                       • Gantt chart
                                       • RACI




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Tool 2: Question tree
Structuring the issues
                         Client’s Principal Question


     Client’s          Client’s                Client’s       Client’s
   Subordinate       Subordinate             Subordinate    Subordinate
    Question          Question                Question       Question


      Key                  Key                  Key            Key
    Research             Research             Research       Research
    Questions            Questions            Questions      Questions




   Deliverables      Deliverables            Deliverables   Deliverables




                                                                            14
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Question tree – why and when do we use it?

Why do we use it?                     When do we use it?
• The question tree is a tool to      • At the start of a project
  break down a complex problem
  into manageable pieces              • Before generating hypotheses
  -structures the questions that        and conducting research
   need to be answered to
   complete a project
  -provides a check that all issues
   have been covered off
  -visually represents how the
   questions fit together and which
   are most important




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How do we construct a question tree?
                           Develop                        Identify
Define principal                                                                   Iterate, refine
                           subordinate                    research
question                                                                           and test
                           questions                      questions
• Consider the             • Keep to 5-6                  • Keep to 5-6 per        • Each level down may
  deliverables required    • Start by                       subordinate question     inform higher-level
• Needs to be broad          brainstorming                • Check for cross-over     questions
  enough so not to limit   • Clarify importance             with other research    • Interactively ‘play
  thinking, but not too    • Check for any issues           questions                back’ to team, e.g.
  broad that the project     not covered                  • May raise issues         workshop
  is meaningless           • Should logically flow          about scope, e.g.
                             to answer the                  depth of research,
                             principal question             time, budget, etc.
                                        Don’t forget...

                                           M     utually

                                           E     xclusive

                                           C     ollectively

                                           E     haustive

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Example question tree – Government policy
Principal                       How can the Government best foster innovation in the UK for
question                              high quality, professional new media content?

Subordinate
questions

                                           What are the drivers
               How does the UK               and barriers to         What range of policy        Which set of policy
               new media sector               creativity and          options should we          options would we
               currently operate?         innovation in UK new            evaluate?                recommend?
                                                 media?

Key       • What is included within       • What factors have        • How should the new       • What criteria should be
research    ‘new media’?                    driven success in:         media sector evolve to     used to evaluate policy
          • What is the new media           - traditional media in     best support UK plc in     options? How should
questions
               ecology?                       the UK?                  the next 5 – 10 years?     these be prioritised?
             • Who are the key              - new media in the UK    • What policies are in     • What parameters do
               players across the             and internationally?     place in other             we need to work within
               value chain?               • What challenges do         countries with a           e.g. funding, timing
             • What are the                 new media businesses       thriving new media       • How do our shortlisted
               successful and               face in start-up and       industry?                  policy options compare
               emerging business            growth phases?           • What policies have         on a qualitative and
               models?                    • To what extend are the     successfully driven        quantitative basis?
             • How is talent attracted,     drivers and barriers       growth in other UK
               developed and retained       demand-led or supply-      sectors?
               in the sector?               led?

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What could the BL question tree look like?
Principal                        What should be the role of the BL in 2020?
question
Subordinate
questions                        How are
                                                                  How is the
                 What is          macro-          How is the                       What are the
                                                                    market
                the BL’s         dynamics          funding                         BL’s options       How can
                                                                 developing to
                 current         changing        environment                       and which is      change be
                                                                  meet these
                position?       demand for        changing?                           best?           realised?
                                                                   trends?
                               BL services?


Key           • What services • What are the     • How are       • In what stages of • What are     • What are the
                does the BL     technological      Government      the value chain     the key        key steps that
research        offer?          trends affecting   objectives      are competitors     scenario       need to be
questions     • Who are its     consumer           changing?       likely to emerge? parameters?      taken?
(examples)      users?          behaviour?       • How are other • What business • What are the     • What are the
              • What are the • How are             potential       models will be      evaluation     potential
                BL’s strengths researcher          funders’        developed?          criteria?      barriers?
                and             patterns           demands       • In which areas                   • How can
                weaknesses?     changing?          changing?       will there be                      change be
              • Where is      • What are the                       limited market                     managed
                spending        relevant                           development?                       effectively?
                focused?        macrodynamics?



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Tool 3: Domain chart
Defining the scope
                                   Assignment objective


   Domain                Domain                   Domain                 Domain
     to be                 to be                    to be                  to be
  understood            understood               understood             understood




           Sub domain            Sub domain               Sub domain            Sub domain

           Sub domain            Sub domain               Sub domain            Sub domain

           Sub domain            Sub domain               Sub domain            Sub domain



  Deliverable 1         Deliverable 2            Deliverable 3         Deliverable 4




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Domain chart – why and when do we use it?

Why do we use it?                         When do we use it?
• Domain charts take the question tree    • After completing the question tree
  thinking a stage further by answering   • Before generating hypotheses and
  the question: “what do we need to         conducting research
  understand to do this project?”
• Defining the sub-domains and what
  the deliverables are upfront helps to
  avoid ‘boiling the ocean’ e.g.
  ‘understand the market’ could be
  huge
• Each deliverable (i.e. understanding
  each domain) contributes to the
  assignment objective




                                                                                  20
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How do we construct a domain chart?

                                                                   •   Specific
                                                                   •   Measurable
                   Assignment objective                            •   Agreed
                                                                   •   Realistic
                                                                   •   Time-bound

  Domain                 Domain               Domain
                                                                   • Maps onto question
    to be                  to be                to be                tree subordinate
 understood             understood           understood              questions




          Sub domain            Sub domain            Sub domain
                                                                   • Maps onto question
          Sub domain            Sub domain            Sub domain     tree research questions

          Sub domain            Sub domain            Sub domain

                                                                   • Collectively helps to
 Deliverable 1         Deliverable 2         Deliverable 3           achieve assignment
                                                                     objective




                                                                                              21
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What could the BL’s domain chart look like?

                      To define a vision statement for the British Library in 2020 and
                          develop a roadmap for organisational transformation


The BL’s
                     Macro-             Funding         Competitive                           Implement-
 current                                                                      Options
                    dynamics          environment        dynamics                                ation
position



                                                                                                      Focus
           Services         Technology        Government           Players          Parameters
                                                                                                      streams
                                                Research
            Users           Researchers         bodies           Bus. model        Attractiveness    Resource
      Strengths &            Economy            Voluntary       Partnerships       Achievabiility     Timing
      weaknesses




                                        Funding          Competitor          Scenarios           Trans-
Internal               Market
                                       projections        / partner           & vision         formation
analysis              analysis
                                       & demands          analysis           statement         roadmap


                                                                                                            22
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Tool 4: hypotheses
Planning the research
                  Assignment objective                            Funding pressures will
                                                                    require significant
                                                                 cutbacks in discretionary
  Domain                Domain               Domain
   to be                 to be                to be                     services
 understood            understood           understood


                                                                  There are significant
         Sub domain            Sub domain           Sub domain       opportunities for
                                                                 partnerships in resource
         Sub domain            Sub domain           Sub domain          discovery
         Sub domain            Sub domain           Sub domain


 Deliverable           Deliverable          Deliverable              Researchers will
      1                     2                    3                 increasingly demand
                                                                      remote access

                    At least 1 hypothesis is
                    required for each sub-
                  domain in the domain chart


                                                                                              23
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Hypotheses – why and when do we use them?

Why do we use them?                        When do we use them?
• Hypotheses ‘look to the end’ of the      • After developing the domain chart
  project, driving research in terms of
  testing a set of tentative conclusions   • To clarify and review the team’s
                                             thinking
• Storyboarding is the process of
  setting out hypotheses in a logical      • To start the more detailed planning of
  order to reach a conclusion                the research required
  - this allows you to consider what
    evidence is required to reach a
    conclusion
  - research will test hypotheses and in
    turn check whether conclusions can
    be made




                                                                                       24
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How do we construct hypotheses?

Generate                 Refine and                                    Consider     Ongoing
                                                Look ahead
ideas                    select                                        implications review
• In terms of the       • Are the              • How would the        • Is testing the      • Review and
  overall objective /     hypotheses             hypotheses be          hypotheses            refine hypotheses
  end result,             clear?                 tested?                practical?            in the team as the
  generate ideas        • Are they             • How would the        • What skills do we     project
  about each              relevant?              resulting              require to test       progresses
  domain                • Are they valuable      conclusions            them?
  - what might be         in terms of the        contribute to the    • Can we test them
    the problems?         overall objective?     overall objective?     by ourselves?
  - what might be       • Are they             • How would they
    the                   verifiable?            be analysed and
    opportunities?                               presented?
  - what might be
    the
    explanations?




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                                                                                                               Code-P26




Hypotheses vs. propositions
                    Hypotheses                                                Propositions

• “Staff morale would be more likely to improve              • “70% of customer facing staff in the bank
  through better internal communications than with             would leave tomorrow given equivalent pay/job
  another training programme.”                                 security”
• “The deregulation of this market offers a brief, but       • “65% of Brand X’s previously most loyal
  significant opportunity for products A&B, but the            customers cite price rises as the main reason
  end for product C”                                           for switching to Brands Y & Z”

            Considered value judgments                                    Neutral statements or
               as to the explanation,         Lead you to                  exhibits of research     Lead you to
              problem or opportunity                                              finding

                                                                                          Look for data to
                                 Look for evidence to test
                                                                                          prove / disprove the
                                 the validity of the
                                                                                          statement
                                 statement
                                                                                          • If substantiated
                              • When modified in the
                                                                                          they become:
                              light of the data, they
                              become:
                    Conclusions                                                Evidence

                Prompts you to think:
                                                                          Prompts you to think:
                “what should we do /
                                                                              “so what?”
                     change?”
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Tool 5: source matrix
Planning the research




                                                                                                                                             Customers (Overseas)
                                                                         Regional Managers


                                                                                             Country Managers
I =Interview      S   =Survey




                                                                                                                Customers (UK)




                                                                                                                                                                    Industry Expert
WS =Workship      D   =report document




                                         Dir. Marketing
FG =Focus group




                                                          Dir. Finance




                                                                                                                                 Suppliers
  Questions
  • What are the issues in
    today’s environment?
                                           I                I            WS WS FG                                                FG          S                        I

  • What is Brand X’s
    current positioning
                                           I                                                                    FG                           FG

  • Who are its major
    competitors?
                                           I                             WS WS                                                                                      I/D

  • Etc?


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Source matrix – why and when do we use it?

Why do we use it?                        When do we use it?
• To organise the data gathering         • After generating domain chart and
  process to test hypotheses               hypotheses

• To set out required activities,        • When planning a complex piece of
  potential sources and method of data     research
  gathering

• To crystallise data gathering issues
  - highlights where data might be
    difficult to find
  - identifies resource needs
  - enables more detailed planning and
    a more intense research phase




                                                                                28
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How do we construct a source matrix?
Agree
                      Brainstorm             Identify             Check              Assess
research
                      sources                methods              sources            practicality
questions
• This forms the     • This forms the       • Consider best      • Do you have      • Is the source
  vertical axis of     horizontal axis of     way to get data      enough sources     matrix practical?
  the matrix           the matrix             from each source     for validity?      - Time
• Should follow      • Think about who        - Time/effort      • Is there any       - Resource
  from question        you wish to            - Tactics            overkill?          - Cost
  tree, domain         consult for each       - Type of data
  chart and            research question
  hypotheses           (e.g.
                       stakeholders,
                       staff, customers)




                                                                                                           29
                                                                                                                     ILLUSTRATIVE
                                                                                                                              Code-P30




What could the BL source matrix look like?




                                                                                                                     Potential partners

                                                                                                                                          Industry Experts
I =Interview    S   =Survey




                                                                             Other funders
WS =Workship    D   =report document




                                                                Government
FG =Focus group




                                                                                             Customers
                                            Core Team




                                                                                                         Suppliers
                                                        Staff
                                       ET
       Questions
       • What is the BL’s current
         position?                     WS   D           S/I                                  FG           I            I                       I
       • How are macro-dynamics
         changing demand for BL        WS   D                                                FG                        I                       I
         services?
       • How is the funding
         environment changing?         WS   D                    I            I                                                                I
       • Etc



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Tool 6: Gantt Chart
Planning the research
                                                               Milestone

               T1   T2   T3   T4   T5   T6   T7   T8   T9   T10 T11 T12
• Activity 1

• Activity 2

• Activity 3

• Activity 4

• Activity 5

• Activity 6

• Activity 7

• Activity 8

                                                                            31
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Gantt chart – why and when do we use it?

Why do we use it?                       When do we use it?
• To visually represent the tasks       • After developing domain chart,
  required, their time sequence and       hypotheses and source matrix
  milestones
                                        • Before conducting research
• To identify critical tasks or
  bottlenecks

• To support communication within the
  assignment team




                                                                            32
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How do we construct a Gantt chart?

Activities should map                                                              Milestone
broadly onto domain chart
                     T1     T2   T3    T4   T5     T6     T7     T8    T9    T10   T11    T12

      • Activity 1
                                                 Highlight project
      • Activity 2                               milestones

      • Activity 3

      • Activity 4

      • Activity 5

      • Activity 6

      • Activity 7

      • Activity 8

      Level of detail should depend on                  Build in contingency – where overrun
      purpose of Gantt chart                            is possible make this clear
      • Project plan should be high-level


                                                                                                 33
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What could the BL’s Gantt chart look like?
                                                                                                         Milestone

                                         T1     T2 T3          T4 T5        T6   T7    T8 T9 T10 T11 T12
          • Review core ideology

          • Define range of                   Workshop
Phase 1
            visions
          • Plan research,
            allocate responsibility
                                       Market research      Focus groups
          • External research
                                                                                 Research
                                      Capabilities review    Focus groups        complete
          • Internal research
Phase 2
                                                                    Workshop
          • Develop scenarios
                                                                                       Stakeholder
          • Option analysis                                                 Workshop   Consultation
Phase 3
          • Strategic roadmap                                                                 Workshop
Phase 4


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Tool 7: RACI
Planning the research
                 Role   CEO     Finance    HR       Operations Sales   IT
Key activities

 Activity 1
                                   C            R       I                   A


 Activity 2
                          A         I                   R          C


 ...


       Responsible = the ‘doer’
       Accountable = ‘the buck stops here’
       Consulted = discuss before decision/action
       Informed = told after decision/action
                                                                                 35
                                                                                 Code-P36




RACI – why and when do we use it?

Why do we use it?                         When do we use it?
• To clarify responsibility for complex   • After developing source matrix and
  tasks                                     Gantt chart

• To identify who else needs to be        • Immediately before conducting
  involved in the process and what role     research
  they will play




                                                                                  36
                                                                        ILLUSTRATIVE
                                                                                 Code-P37




What could the BL’s RACI look like?

                 Role   Steve   Lucie   Ann       Stephanie   ET       Board

Key activities
Customer
segmentation                C       A         R       R            C          I


Literature
review                      I       C         I      AR            I



Stakeholder
interviews                  I      AR         R       R            I          I



    Responsible = the ‘doer’
                                                    •Drive accountability down
    Accountable = ‘the buck stops here’             •Only one person is
    Consulted = discuss before decision/action       accountable
    Informed = told after decision/action
                                                                                     37
                                                                                      Code-P38




Phase 2: research and develop scenarios
Month      1          2     3      4    5        6     7
  What will the operating
  environment look like?

         Hypotheses
                                Conceptual           Research          Scenario
          External              tools                methods           development
        environment
         Now     New            • Stakeholder        • Market          • Parameters
        New    Now                mapping              research        • 2x2 matrix
          Internal              • Customer           • Focus groups
        environment               segmentation       • Interviews
        Conclusions             • Value-chain        • Desk research
         Scenario 1
         Scenario 2
         Scenario 3
         Where could
          we go?

                                                                                       38
                                                                   Code-P39




Conceptual tools


                                   ‘TRUTHS’




     What will the operating   Focus of this document
     environment look like?

                                                        INTERNAL


                                  UNKNOWNS


                                                        EXTERNAL




                                                                    39
                                                           Code-P40




Internal analysis

                                         ORGANISTATIONAL
                                           STRUCTURE


                    STAFF                      ABILITY



                                           WILLINGNESS

    INTERNAL

                                            CUSTOMERS

                    COSTS

                                             SERVICES


                            Focus of this document




                                                            40
                                                                      Code-P41




Tool 8: internal stakeholder mapping

           High
                              IT

                  Sales




                                        Finance

      Impact of
       change
                           Operations



                                                  Marketing




           Low
                  Resist        Watch        Support          Drive

                           Commitment to change

                                                                       41
                                                                                                     Code-P42




Internal stakeholder mapping – why and
when do we use it?

Why do we use it?                                         When do we use it?
• Assessing an organisation’s capacity                    • When starting internal analysis,
  for change requires understanding                         alongside assessing the ability of
  not only its staff ability, but also their                your workforce and suitability of the
  willingness or resistance to change                       organisational structure

• This analysis may have a direct                         • As a management tool upon
  bearing on the achievability of a                         implementation – the aim will be to
  given vision scenario                                     move staff to the top-right quadrant
                                    WILL
                      Willingness




                                                                             • Primarily used for
                                                                               staff in the bottom
                                    WON’T




                                                                               two quadrants

                                            CAN’T             CAN
                                                    Ability


                                                                                                      42
                                                                                                   Code-P43




How do we construct an internal
stakeholder map?

Identify                Identify                                           Identify
                                                  Identify impact
stakeholders            commitment                                         influence
• Start with major     • How enthusiastic        • How will the           • What is the
  groups before          and bought in is          change affect the        group's/individual’s
  breaking down to       this group/individual     group/individual, in     ability to block or
  individuals            to the change?            terms of changes to      delay the delivery
• Use organisation                                 their working            of the change?
  chart if necessary                               practices and
                                                   behaviour?




                                                                                                    43
                                                                                                          Code-P44




A framework for identifying commitment
The three dimensions of change


             Political                          Emotional
   • What's in it for                     • Is the effort worth it?
    me?                                   • Am I going to be
   • Is there a risk for                   successful?
    my position?                                                      • Addressing the rational
                                          • How will I look in the
   • What will my                          future?                      motivation for change is only a
    power be                                                            starting point
    tomorrow?
                                                                      • Understanding and addressing
                                                                        the political and emotional
                                                                        dimensions of change is
                               Rational
                                                                        necessary
                    • Why should I change?
                    • Is the new model really
                     better?




                                                                                                           44
                                                                                    ILLUSTRATIVE
                                                                                             Code-P45




What could the BL’s internal stakeholder
map look like?
                      size of circle = group’s/individual’s
                     level of influence on the success of               Break down to
                                   the change
                                                                        individuals within
     High                                                               directorates
                              IT

            S&C




                                                   HR

Impact of
 change
                               O&S


                                                              Finance




      Low
            Resist                 Watch                Support          Drive

                             Commitment to change
                                                                                                 45
                                                                            Code-P46




Cost analysis
BL’s current cost allocation
              Capital                     • Given expected funding
              (£12m)                        pressure, the BL needs to
                                            understand how it spends its
                   8%                       money in more detail
Collection                       People
 (£17m)                                    - how is spending currently
                                 (£66m)
             13%                             allocated?
                                           - where are there further
                                             efficiency gains to be
                               50%           made?
                                           - which parts of the cost base
                                             are most / least flexible?
             29%                          • This will involve an
                                            assessment of spending by:
                                           - customers
Goods/services                             - services
incl. estates (£39m)

                                                                             46
                                                                            Code-P47




Tool 9: customer segmentation for internal
analysis
                            Variable 2

   Variable 1   ...   ...                        ...
...


                            20% of customers
...
                            80% of expenditure
                       Dedicated customer team

...


                                                       80% of customers
...
                                                       20% of expenditure
                                                   Limited understanding

...


                                                                             47
                                                                        Code-P48




Customer segmentation – why and when do
we use it?

Why do we use it?                          When do we use it?
• For internal analysis, to understand     • As part of cost analysis
  current spend and focus

• To inform future priorities, e.g. most
  attractive potential customers




                                                                         48
                                                                         Code-P49




How do we construct a customer
segmentation?

How we do it                            Workshop 2 ideas
 • Segmentation should be driven by     • Discipline
   - purpose
   - potential availability of data     • Digital vs physical

 • Two types of variables to consider   • Physical vs remote
   - Customer-related, e.g.
     . demographics                     • Simple vs complex
     . customer needs
   - Product-related, e.g.              • Full- vs part-time
     . usage
     . application / user type          • Researcher vs general public
     . benefits sought
     . price sensitivity                • Current vs future

 • No more than 5-6 groupings


                                                                          49
                                               Code-P50




What could the BL’s customer segmentation
look like?
                     Discipline
 Customer
   type      A&H     STM                  SS
Academic


Commercial
                     What % of total users?
                     What % of expenditure?
Library                  Current offer?
network

General
public

Education


                                                50
                                                  Code-P51




Tool 10: value chain for internal analysis


                 Content
                              Aggregation   VAS
                 production



Key activities




Strengths /
weaknesses




Expenditure




                                                   51
                                                                                  Code-P52




Value chain – why and when do we use it?

Why do we use it?                          When do we use it?
• For internal analysis, to understand     • As part of cost analysis
  current spend and focus of
  investment                               • In tandem with assessment of
                                             competitors and potential partners
• To assess strengths and weaknesses

• To inform future priorities, e.g. most
  attractive potential services and
  future focus of investment




                                                                                   52
                                                                                                       Code-P53




What could the BL’s value chain look like?
Traditional publishing value-chain
                                     Vertical integration make sense when content is physical

                 Selection
 Content                      Distribu-     Aggreg-
                 & develop-                                 Navigation     Access          End user
 creation                     tion          ation
                 ment

• Author        • Editing   • Subscrip- • Legal          • Catalogue • On-site          • Academic
• Academic      • Peer        tion agents deposit        • A&I         view             • Education
• Journalists     review    • Wholesal- • Acquisition    • Metadata • Document          • Entrepren-
• Diaries /     • Design      ers        • Storage /     • Resource    supply             eur
  memoirs       • Marketing                preservat-      discovery • Remote           • Casual
                • Manufact-                ion                         access
                  uring                                              • Exhibitions




                                                                                                        53
                                                                                         Code-P54




Value chain – clarifying focus of investment
Two possible options
Content-led

              Selection
 Content                   Distribu-   Aggreg-
              & develop-                            Navigation    Access      End user
 creation                  tion        ation
              ment
                                         Focus of
                                       investment
Customer services-led
              Selection
 Content                   Distribu-   Aggreg-
              & develop-                            Navigation    Access      End user
 creation                  tion        ation
              ment

                                                                   Focus of
                                                                 investment
                                  Consider what we:
                                  • do ourselves
   Focus of investment            • partner
   Secondary focus                • outsource

                                                                                          54
                                                                      Code-P55




External analysis


DEVELOP FILTER        REPURPOSE
                                               DRILL DOWN
FOR ANALYSIS          INTERNAL TOOLS

• How can we best     • How can we best        • How can we best
  approach external     adapt the tools from     analyse particular
  analysis?             internal analysis?       external issues?




                                                                       55
                                                            Code-P56




Tool 12: external stakeholder mapping
Developing a filter for external analysis



                             Customers




        Competitors           External           Partners
                            Stakeholders



                Suppliers                   Funders



                                                             56
                                                                                 Code-P57




External stakeholder map – why and when
do we use it?

Why do we use it?                        When do we use it?
• To identify the major groups and       • When beginning external analysis
  individuals who are impacted by your
  organisation’s change and who can      • As a reference point throughout
  influence the level of change            external analysis

• To create a ‘filter’ through which     • As a basis for assessing the
  external analysis can be conducted –     attractiveness and achievability of
  if it is not relevant to your            any given vision scenario
  stakeholders then it is unlikely to
  matter to you

• To understand relationships between
  stakeholders

• To assess external stakeholders’
  hopes and fears of change

                                                                                  57
                                                                                                         Code-P58




What could the BL’s external stakeholder
map look like?
                        •   Gov’t departments           •   Academic
                        •   Research councils           •   Commercial
                        •   Sale of services            •   Library network
                        •   Voluntary donors            •   General public
                        •   International               •   Education


                                Funders                     Customers
                                          Competitors could
 •   Search engines                       be future partners
                                                                               • ‘Innovation’
 •   OA networks
                                        British Library                          partners, e.g.
 •   Social networks
                       Competitors                                  Partners     Microsoft
 •   Document supply
                                                                               • Libraries (local,
 •   A&I
                                                                                 legal deposit, int’l)
 •   Other libraries

                                            Suppliers

                                        • Established
                                          publishers
                                        • Digital content
                                        • UGC
                                        • Legal deposit

                                                                                                          58
                                                                                                  Code-P59




Tool 13: value chain for external analysis
                 Selection
Content                          Distribu-
                 & develop-
creation                         tion
                 ment

                                               Aggreg-
                                               ation
                              “Open Access”
                                                                                       End user

                                                               Navigation
                                              Search engines


                                                                              Access
                                                      Social networks / UGC



     • As a step on from assessing its current capabilities to operate in an
     unbundled value chain, the BL must identify competitive trends and
     potential partners
           - competitor strengths and weaknesses
           - emerging business models
           - willingness / suitability for partnership
                                                                                                   59
                                                   Code-P60




Tool 14: customer segmentation for external
analysis
                       Discipline
 Customer
   type      A&H       STM                   SS
Academic


Commercial         •Understand customer
                    motivations, unmet needs and
                    perception of non-customers
Library            •Options and constraints to
network             enhancing offer?

General
public

Education


                                                    60
                   Code-P61




Research methods




                    61
                                                                                  Code-P62




What research methods should we use?
                                                                            High
                                                                            Low


             Pros                        Cons                        Cost
             • Quantitative              • Takes a long time
Market       • Large sample size         • Quantitative not always
research                                   required
                                         • Superfluous questions

Focus        • Detailed qualitative      • Harder to ask sensitive
             • Discussion between          questions
groups         participants              • Individuals dominate
                                         • Logistical difficulties

Interviews   • Detailed qualitative      • Labour intensive
             • Ask sensitive questions
             • Assess body language /
               tone in more detail

Desk         • Cheap and quick           • Reliant on secondary
             • Flexible timing             data
research                                 • Limited ‘digging’
                                           beneath surface


                                                                                   62
                                                                                                             Code-P63




Interview tips

Use ‘straw     • Take working hypotheses / scenarios to the interviews to facilitate discussion of longer-
men’             term vision


Bottom-up & • Some interviewees find discussion outside of their area of expertise difficult
top-down    • Mix bottom-up, detailed questions (how ‘nuts & bolts’ of everyday work might change) with
              discussion about top-down, high-level issues

Challenge      • When interviewees mention an idea or vision, ask them for concrete ways to put it into
ideas            practice – this might throw up challenges or new ideas


Keep           • Ensure the interviewee knows why they are being interviewed
interviews     • Make them feel like they are part of an ongoing process
transparent    • If possible try to involve them throughout to see how their thinking develops

Mix number     • Two interviewers are not always necessary or optimal
of             • Interviewees can feel easily intimidated (especially at less senior levels)
interviewers

Supplement     • Interviews form just part of the consultative process
interviews     • Supplement them with written questionnaires and workshops


                                                                                                              63
                                                                                                   Code-P64




How much research do we need to do?
E.g. “Do we need to invest time in getting a clear view of what the
macro-dynamics will be in 2020?”

               High                                                                     Focus of
                                                                                        research
                                 Monitor and analyse         Analyse in-depth



    Likelihood
    of impact
                                                               Monitor and               Focus
                                                                 analyse;             research on
                                         Monitor                 consider              areas that
                                                               contingent            have highest
                                                                strategies          impact and are
                                                                                     most likely to
               Low                                                                     affect your
                           Low                                               High    organisation
                                                   Scale of impact
Source: Strategic Market Management, David Aaker
                                                                                                      64
                       Code-P65




Scenario development




                        65
                                                                                     Code-P66




Scenario development: the process
From conclusions to refined vision
1
    Conclusions about future         Parameter 1
     operating environment
                                         A                              Most
2                                                                      radical
     Long list of parameters
                                                         Most          Scenario 3
3                                                    incremental
    Arrive at short-list of 2
                                                     Scenario 1
                                                                      Scenario 2

                                                   AS IS


                                                 Parameter 2                     B


                                             4
                                                 Use parameters to drive
                                                 scenarios
              A    B
                                                                                      66
                                                                  Code-P67




Tool 15: 2 x 2 scenario matrix


   Parameter 1



             SCENARIO 1   SCENARIO 3


                                          Scenarios are created
                                        based on mapping across
                                           two dimensions or
                                              parameters




                 TODAY    SCENARIO 2



                          Parameter 2


                                                                   67
                                                                         Code-P68




Long-list of parameters
Parameters                                                     Relevance
On-site                Customer experience   Online


Physical-led                 Content         Digital-led
                                                                   Reduced to
                                                                    customer
                                                                   experience
Physical access              Access          Remote access

Content                     Services         Connect

Specialist                  Customer         Broad

In-house                 Product delivery    Out-source

National                Geographic scope     International

Free                         Pricing         Fee

Specific disciplines        Discipline       All disciplines
                                                                          68
                                                                         Code-P69




What could the BL’s scenarios look like?                       ILLUSTRATIVE


Scenario development tool


    Digital-led
                     SCENARIO 1        SCENARIO 3

                                                        An additional
                                                    “disciplines/subject”
CONTENT                                             lens can be applied
                                                      to this framework




                       TODAY           SCENARIO 2
  Physical-led

                  Content                 Connect
                            SERVICES
                                                                            69
                                                                                                           Code-P70




Straw-men scenarios                                                                            ILLUSTRATIVE

1. “Let’s get virtual”               2. “Let’s get physical”              3. “Let’s get embedded”
“Become the primary                  “Become the one-stop shop            “Become the digital one-stop
provider of digital academic         for physical content both            shop for researchers to
content”                             within and outside our               connect to digital content
                                     collections”                         both within and outside our
                                                                          collections”
• Major transition to e-collecting   • Major focus on collecting print    • Major transition to e-collecting
  and mass digitisation              • Small scale digitisation             and mass digitisation
• Services based on BL collection    • Services based on BL collection    • Services based on BL collection
  only                                 and linking to non-BL collection     and linking to non-BL collection
• Majority of customers remote       • Mix of on-/off-site customers      • Developing tools for research
                                                                            environment
                                                                          • Majority of customers remote




    Collection digital + digitised
    Content accessed BL-owned
    Customers using St Pancras

                                                                                                               70
                                                                   Code-P71




Phase 3: Options analysis
Month   1       2       3       4   5   6     7      8    9   10

            Which scenario is
                 best?


                            1               Tools

                                            • A2 matrix


                            2




                            3


             Where should
               we go?
                                                                    71
                                                                                 Code-P72




 Tool 16: A2 matrix
                                                                   Best option
         High                                                      Worst option

   What are the
    strategic
    benefits?                            Scenario Y


Attractiveness


                                               Scenario Z
                        Scenario X



                                          How easy to
         Low                              implement?
                  Low                                       High
                               Achievability
                                                                                  72
                                                                             Code-P73




A2 matrix – why and when do we use it?

Why do we use it?                      When do we use it?
• To rank scenarios and identify the   • Once a long-list of scenarios has
  scenarios which are most               been created
  attractive/accessible
                                       • Whenever new scenarios are
                                         added/considered




                                                                              73
                                                                                                   Code-P74




How do we construct an A2 matrix?

                                                             Score criteria
Identify                                 Weight
                     Define criteria                         for each            Plot A2 matrix
scenarios                                criteria
                                                             scenario
• From scenario    • MECE                • Rank 1 (lowest) • Think long-term • Compare
  development      • Ideally mix           to 5 (highest)    • Post-rationalise    scenarios
  process            qualitative and • Be disciplined –        if necessary      • Step back and
• In this            quantitative          think priorities                        sense-check
  document we      • May require         • Post-rationalise
  will use           prior work (e.g.      if necessary
  scenarios from     stakeholder
  phase 2            needs)
                   • Keep it
                     manageable
                                  A2 is not a scientific formula – it provides a
                                     framework to rationally consider what
                                      factors are important, the underlying
                                   rationale, and a means to systematically
                                                compare scenarios


                                                                                                    74
                                                                                           Code-P75




Attractiveness: what do we mean?                                                 ILLUSTRATIVE

“What are the strategic benefits?”
Criteria             Questions

 Financial           • Will it attract public funding?
 sustainability      • Will the BL’s products and services be monetisable?

 Government          • Will the BL support government priorities / objectives?
 support
 Customer value      • Will the BL’s customers be satisfied?
                     • Will representative bodies by satisfied, e.g. Royal Society?

 Social value        • Will the BL create value for the wider society?
                     • How far will the BL’s reach be extended, e.g. in regional areas?

 Fit with core       • Will the BL continue to ‘advance the world’s knowledge’?
 ideology            • Will the BL’s organisational values be upheld?

 Brand value         • Will the BL be perceived more positively?
                     • Will the BL brand be coherent?

 …

                                                                                            75
                                                                                              Code-P76




Achievability: what do we mean?                                                     ILLUSTRATIVE

“How easy is it to implement?”
Criteria             Questions

 Financial risk      • How much will it cost?
                     • Can the funding be raised?
                     • Does the BL need to invest significantly upfront?
 Capabilities        • Does the BL have requisite in-house capabilities?
                     • Will there be internal alignment or resistance to change?

 Regulatory and      • What are the regulatory / legal issues that need to be overcome?
 legal hurdles       • Is there political support?

 Availability of     • Will the BL have access to the willing and suitable partners?
 suitable partners   • Are competitors potential partners?

 Timing              • Can it be planned and implemented within the required timeframe


 Competitor          • How easy is it for existing / future competitors to enter?
 response            • Are competitors deemed a serious threat?

 …

                                                                                               76
                                                                                      Code-P77




How important could each attractiveness
criteria be for the BL?                                                   ILLUSTRATIVE

Criteria          Weighting Reason
                  (1 to 5)

 Financial                 • BL is a not-for-profit organisation
                     3     • However self-sustainability would allow greater
 sustainability
                             autonomy from funding pressures
 Government                • Government is a key stakeholder but not end-in-itself
                     2
 support                   • Government objectives may be slow to develop
                           • BL may be able to influence support
 Customer value            • It is important for the BL to satisfy the people that
                     5
                             actually use it otherwise it may become irrelevant

 Social value              • As a public organisation the BL should add significant
                     4
                             value to wider society

 Fit with core             • Yin Yang – vision should be rooted in core ideology
                     5
 ideology

 Brand                     • Brand is less important than BL’s actual contribution
                     1     • BL may be able to influence those who matter

                                                                                       77
                                                                                        Code-P78




How important could each achievability
criteria be for the BL?                                                      ILLUSTRATIVE

Criteria             Weighting Reason
                     (1 to 5)

 Financial Risk               • The BL has to be funded – otherwise it will not exist
                        5     • High upfront capex may be unfeasible

 Capabilities                 • Capabilities are important but can be improved
                        3
                              • Change can be managed

 Regulatory and               • More likely to slow BL’s development
                        3
 legal hurdles                • However BL may be able to influence

 Availability of              • The BL cannot nor should try to do everything itself
                        4
 suitable partners

 Timing                       • We are already thinking ahead 10 years so plenty of
                        1
                                time

 Competitor                   • Competitors, especially in the private sector, may
                        3
 response                       undermine the BL’s vision

                                                                                         78
                                                                                             Code-P79




Reaching a weighted score for each
scenario                                                                           ILLUSTRATIVE
                                      A                   B        Total
Criteria                                  Weighting   X   Score   A X B / C or D   Rationale
Attractiveness criteria
• Financial sustainability                    3               4       0.60
• Government support                          2               4       0.40
• Customer value                              5               3       0.75
• Social value                                4               3       0.60
• Fit with core ideology                      5               3       0.75
• Brand                                       1               1       0.05
                                           C 20                       3.15
Achievability criteria
• Financial risk                              5               3       0.83
• Capabilities                                3               2       0.33
• Regulatory and legal                        3               4       0.66
• Availability of suitable partners           4               5       1.11
• Timing                                      1               4       0.22
• Competitor response                        2                2       0.22
                                           D 18                       3.37
                                                                                              79
                                                                                                      Code-P80




 Plot weighted scores for each scenario                                                    ILLUSTRATIVE

                        • Bring knowledge to researchers                           Best quadrant
                        • Weaker USP
                                                                                    Worst quadrant
         High           • Stronger competitors
                        • Reliance on partnerships
                                                                      • Stronger position in global
                        • Multiple funding sources
                                                                      research
                                                                      • USP is digital content
                   Let’s get embedded                                 • Retreat from public
                                                                      consciousness
                                                                      • Reliance on partnerships
                                                Let’s get digital
Attractiveness


                                                             • Isolated from researchers
                                                             • Skills shortage long-term
                                                             • Funding risk
                                                             • Reputational risk

                                         Let’s get virtual
         Low
                 Low                                                High
                              Achievability
                                                                                                       80
                                                                                      Code-P81




Phase 4: Strategic roadmap
Month   1            2            3     4   5     6     7      8   9   10   11   12

        What is the critical
              path?

             Scenario 2
                                                Tools
        Worksteps 1      2   4   6 10
                                                • Transformation
         Text
                                                  mapping
         • Text


         • Text




                  10 years



              How do
            we get there?



                                                                                       81
                                                                                                                                                                                                                                                                                                                                               Code-P82




                    Tool 17: transformation map (mobile
                    operator example)
                     Consolidation                                                             Construction                                                                                               Adoption                                                                                            Goal

                        Mobility device                               Rolling laptop refresh
                                                                                                                                                                    All employees have a corporate                         Blackberry restricted to                                "We are recognised as the leading
                                                                                                                                                                             smartphone                                       leadership team
                       assessment tool                                   & replacement
                                                                                                                     A smartphone for all
                                                                                                                                                                                                                                                                                   exponent of mobile lifestyle in the
                                                                                                                       corporate users
                                                                                                                                                                              Tablet PC in retail
                                                                                                                                                                                                                                                                                    UK - if businesses or individuals
                                                                                                                                                                                                                                                                                      want to become mobile they
 Device




                               Laptop refresh roadmap                                                                                                                              stores
                                                                                      Standard laptop packages                                                                                                         All staff use the mobile                                    automatically come us. Everything
                                                                                                                                                                                                                        portal for acquisition,
                                                                                                                                                                               All home workers on                       support & guidance                                            we do reflects our brand."
                                                                                                                                                                              home working contracts
                      Smartphones only on
                     EBP for corporate users
                                                                                                                              International traveller                                                                                                                                   All applications
                                                                                                                                  survival guide                                                                                                                                          (with valid
                                                                                                                                                                                                                                                                                        business case)
                                                                                                                                                                                                                                                                                         available on                      Real time sales and
                                                  Laptop policy                                                                                                                                               All laptops have                                                          mobile devices                        engineering
                                                                                                                                    Home working survival                                                                                              Security dashboard                                                    organisations
                                                                                                                                                                                                               HSUPA cards
                                                                                                                                          guide
                      Home working policy
                                                                                                                                                                                                                                                                                                Distributed BAU
Policy & Guidance




                                                                                                   Mobility starter pack                                                                                                                                           Mobile access to            mobility with central
                                                           Mobile security policy                                                                                                                                                                                 shared data areas                                      Mobility use included in
                                                                                                                                                                                                                                                                                                       MMO
                                                                                                                                                                                                                                                                                                                               staff survey
                       Remote access policy                                                                                                       Free internet access for
                                                                                                                                                      all employees
                                                                                                                                                                                                                                                      ESS on mobile devices
                                                                  Home working contract                                                                                                                          Remote device
                                                                                                                                                                                                                  management                                                            Hands-on training                   Mobility KPIs in
                             USB usage policy                           review
                                                                                                                                                                                                                                                                                            centre                           management
                                                                                                                 Replacement of home                      All laptops have                                                                                                                                                    dashboard
                                                                                                                                                                                                                                     Citrix for office
                                                                                                                  broadband offering                       HSDPA cards                     Mobile security installed                application users
                                  Mobile device policy                                                                                                                                          on all devices

                                                                                                                                                                                                                 Mobile Windows push                                                                                   Mobility launch
                                                                                                                                                                        SMS passcodes                                   email                                         Mobility health check

                                                                      New home broadband
                                                                       users on personal                                                                                                               Upgrade to
                                                                                                                                                Secure USB sticks                                    Exchange 2003                                                                                          Internal mobility demo
                                                                           contracts
                                                                                                                                                                                                                                                                                                                     centre
                                                                                                                                                                                                                                                          New staff & corporate
                                                                                                                                                                                    Mobile middleware                   Symbian                                  plans
                                               Free Hotspot access for                                                                                                                                                   push                                                                                              Office usage
                                                all laptops with WLAN                                                                                                                                                    email                                                                                             assessment
                                                                                                                                                                         Mobility Portal           Webmail
                                                                                                                                                         Mobile
Connection




                                                                                                                                                        Messenger                                            Mobile                                                                               Home working pilot
                                                                                                                                                                                                                                                   Mobility helpdesk
                                                                                                                                                                                                           Extensions
                                                                                                  Encrypted C: drives on                                                       SAP mobilisation
                         All new Mobile Connect                                                          laptops                                                                infrastructure
                             cards are HSPDA                                                                                                   Outlook 2003 push                                                                                                                                           Leadership team exploit
                                                                                                                                                   email pilot                                                                                                                                              mobile working – case
                                                                                                                                                                                                                                                                                                                    study
                                                                                                                                                                                                                                           Full time mobility group
                                                                                                                              Trial of desktop Citrix               PIM via cradle sync                                                              in IS
                                                                  Password protection on
                                                                                                                                                                                                           MMO design
                                                                  all laptops in pilot group
                                                                                                                                                                                                                                                                                          Change readiness
                                                                                                                                      Middleware supplier                                                                                                                                   assessment
                                                                                                                                           selection
                                                                                                                                                                                           Mobility grading                    Mobility health check                   Mobility roadmap on
                                                                                                       Upgrade to BES 4.1                                                                     process                                 process                                                                            Communications plan
                                                                                                                                                                                                                                                                          Messenger


                                               Security                                                     Applications and Access                                                              Organisation & Process                                                                               Culture

                          IS        Mobility Team                       Networks                 HR       Marketing               Sales            Retail

                                                                                                                                                                                                                                                                                                                                                82
                                                                    Code-P83




What is a transformation map

• A shared vision of what needs to happen over time

• A holistic framework for long-term transformational change

• A flexible tool which can change emphasis when required

                                                            To be
                                               s
                                             ue
                                        ss
                                     si
                                es
                            si n
                          Bu




                                                    o   n
                                                ati
                                            nis
                                     O   rga

                    Now


                                                                     83
                                                                        Code-P84




Why do we use a transformation map?

• Plot the goals, milestones and priorities needed to achieve a
  business vision, and break these down into manageable pieces

• Identify barriers to achieving vision, e.g. conflicting initiatives

• Communicate vision and ‘journey’ to entire organisation, build
  momentum and focus energy towards common goals




                   Communicate throughout organisation
              Core Team
                          ET
                                Board
                                            Management
                                                         Staff

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                                                                                Code-P85




How do we build a transformation map?
1                     2                   3                   4
                                                                  Map
                          Define focus
    Define vision                             Define phases       improvement
                          streams
                                                                  initiatives
• A big first step!   • Key focus areas   • Time phases       • Consider time
                      • Keep to a                               frame
                        manageable                            • Define
                        number                                  measurements

                                     3                 1
                                                  Vision


                           2


                                              4




                               Now



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                                                                                               ILLUSTRATIVE
                                                                                                        Code-P86




Step 1: define vision
Scenario 1                          Scenario 2                           Scenario 3
“Become the primary                 “Become the one-stop shop            “Become the digital one-stop
provider of digital                 for physical content both            shop for researchers to
academic content”                   within and outside our               connect to digital content
                                    collections”                         both within and outside our
                                                                         collections”
• Major transition to e-            • Major focus on collecting print    • Major transition to e-collecting
  collecting and mass               • Small scale digitisation             and mass digitisation
  digitisation                      • Services based on BL collection    • Services based on BL collection
• Services based on BL                and linking to non-BL collection     and linking to non-BL collection
  collection only                   • Mix of on-/off-site customers      • Developing tools for research
• Majority of customers remote                                             environment
                                                                         • Majority of customers remote




   Collection digital + digitised
   Content accessed BL-owned
   Customers using St Pancras

                                                                                                              86
                                               Code-P87




Step 2: define focus streams


                 What is impacted?
                   COLLECTING
                   DIGITISATION
 ‘As is’            SERVICES         ‘To be’
                     ACCESS
                  ORGANISATION
                  Who influences?
                    FUNDERS
                    PARTNERS




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                                                                                Code-P88




Step 2: define focus streams
                                                  “Become the primary provider of
                                                     digital academic content”


                                                                  VISION
 Collecting
 Digitisation
 Services




                ‘As is’
                          Access   Organisation       Funders / partners
                                                                                 88
                                                                                         Code-P89




Step 3: define phases
                                                          Based on 3 year strategic reviews

                2011       2014     2017                  2020

                                                                           VISION
 Collecting
 Digitisation
 Services




                 ‘As is’
                           Access          Organisation        Funders / partners
                                                                                          89
                                                                                              Code-P90




Step 4: map improvement initiatives

                2011        2014              2017                  2020

                                                                                   VISION
 Collecting




                                                                30% collection
                                                                digitised

                                        20% collection
                                        digitised
                       10% collection
 Digitisation




                       digitised
 Services




                 ‘As is’
                             Access                  Organisation        Funders / partners
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                                                               Code-P91




Step 4: map improvement initiatives


• Within the focus streams, it is helpful to categorise
 improvement initiatives by who is responsible

• A simple visual way to do this is to use different colours

• E.g. Finance is green, Marketing is blue, HR is red




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                                                                                                                                                                           Code-P92




Contact information
valuepartners.com                                                                                         valueteam.com

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                                                                    United Kingdom

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São Paulo – Brazil                  Brasile                                                               Brazil                           Brasile
CEP 01411 - 001                     CEP 20091-020                                                                                          CEP 20091-020

Tel. +55 11 306 809 99              Tel. +55 21 2213 9191           Tel. +54 11 4314 4222                 Tel. +55 11 3817 2200            Tel. +55 21 2213 9191
Fax +55 11 308 141 38               Fax +55 21 2213 9190            Fax +54 11 4314 6111                  Fax +55 11 3817 2210             Fax +55 21 2213 9190

Mumbai                              Shanghai                        Beijing
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Devchand House, Shiv Sagar Estate   Unit 02, 25/F                   Jia 6 Chaoyangmenwai Avenue
Dr. Annie Besant Road               1701 Beijing Rd (W)             100020 Beijing
Worli, Mumbai - 400 018 India       200040                          People’s Republic of China
                                    People’s Republic of China

Tel. +91 22 6611 9700               Tel. +86 21 6132 4230           Tel. +86 10 5907 0616
Fax +91 22 6611 9988                Fax +86 21 6132 4238

Hong Kong                           Singapore                       Sydney
Room 2602, 26/F, Vicwood Plaza      7 Temasek Boulevard             King Street Wharf, Suite 302
199 Des Voeux Road.                 Suntec Tower One #26-04         45 Lime Street
Central Hong Kong                   038987                          Sydney NSW 2000
                                    Singapore                       Australia
                                                                                                                                            Tabitha.elwes@valuepartners.com
Tel. + 852 2103 1000                Tel. +65 6820 3388              Tel. +61 2 9279 0072                                                   Mel.stamatakis@valuepartners.com
Fax + 852 2805 1310                 Fax +65 6820 3389               Fax +61 2 9279 0551                                                         josh.sasto@valuepartners.com


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