Cybersecurity Awareness Training Presentation v2024.03
Digital Transformation and Interweaving at BrightTALK 2017 December
1. 11
Digital
Transformation
Do you ‘really’ know?
How your new …
… fit, act, and evolve
with the rest of the organisation?
INTERWEAVING by WorkEm Toolsmiths & Anders W. Tell
2. 22
Anders W. Tell
CEO and Master Interweaver
WorkEm Toolsmiths
A Stockholm, Milano based consulting
and toolbuilder firm
anders.w.tell@workem.com
5. 55
Interweaving has grown …
.. and matured
Practiced on all levels from UN, ISO, OMG, W3C, EU, CEN,
,…
International
standardization
since 1997
Practicing Methods
developer and
Enterprise Architect
and not framework and
methods
Shift to delivery
of change and
benefits
A product development
Pivot from Enterprise
Architecture
A Pivot because of
experiences and
through Research
Interweaving
Thinking and
Interweaving
Practice
6. 66
Interweaving!
Interweave Thinking
a situated human centric, work
oriented, and instrumental mindset
and lens on what is most important in
an interweaved world.
Interweaving Practice
aims to realise worthwhile benefits
over the whole life cycle of an
organisation, community, product, or
any other unit-of-interest
Starts with 2 questions…
What is most important
(salient) to people in work
they do with others?
How do people and things
fit, act, and evolve together
across boundaries?
7. 77
The age of Information
A taste of implications
New enablers create
opportunities as well as
problems
digital, material, technologies,
and fusions
Big Data and AI
An opportunity,
but creates barriers to entry
Community & Crowd
Both as customers, and suppliers,
partners
Disruption
Good ideas are not hard to find.
The pace is high.
Zero marginal cost of supply
and marketing, and…
Operational Excellence
Innovation moves in Paces
… lead to Complications, Complexity, Manifolds,
Variations, Perspectives, Volatility, …
8. 88
How to untangle Digital Transformations?
Common ways to untangle the complicated and complex topic
Digital Transformation Canvas
An Interweaved canvas
that anchors the discussions
Separate Digital + Transformation
Take an IS/IT point-of-view
Colourful example
Present a few interesting aspects
Ask the audience
13. 1313
Environment
Social, economical, environmental, sustainable, …
• Emergence and Trends
• Massive scale, reach
• New and reshaped valuation of experiences
• Infrastructure
• Transport
• Digital
• Cultures that accepts
• Fail fast and forward
• High risk early, lower later
• Low investment early, higher later
• Randomisation
• Learning
• Community & Crowd
• Eco system and sustainability
• …
19. 1919
Business Model
• From Features to Values
• New or reenabled Value systems
• Customer orientation
• Customisation
• From Products to Services
• Differentiation
• Drive to Demonetisation
• The marginal cost of “supply, marketing” goes to zero
• Allocation of Resources
• Rent don’t own
• CAPEX to OPEX
• …
21. 2121
Innovation
Learning and Innovation systems
• No lack of ideas!
• New enablers with new characteristics
• Disruption the new norm
• But still, operational excellence is valid
• Higher pace and massive digital reach
• Incremental, Evolutionary, Revolutionary
• Where?
• Outside, inside, inside at core
• Variation required for Creativity
• Design methods
• Experimentation, Pivots, Minimum Viable Product
• Innovation Culture that accepts
• Fail fast and forward
• High risk early, lower later
• Low investment early, higher later
• Randomisation
• Job-to-be-done instead of Persona
• …
25. 2525
Management
The (governance and) management system
• Management for hire
• Big data
• Social organizations
• Circles
• X,Y,Z Generations
• Massive Transformative Purpose
• Objective Key Results
• …
27. 2727
For operations a lower level
talking point canvas is used
• The FUNdamanta Canvas with …
• Fundamental talking point themes
• organised in higher to lower value creation order
• Cross cutting talking point themes
• The themes and talking points are interweaved.
33. 3333
Digital Transformation is not only …
… strategy (aspiration, plan) but also digital technologies (enabler)
… operations (stability) but also innovation and transformation(change)
… the organisation (inside) but also the environment (outside)
… doing but also values
…
Interweave thinking is bifocal and address the opposites, and
therefore Balance, Trade-of, and Priority
34. 3434
The Digital Transformation Canvas
is rooted in …
• Real strategic, business, operational, and technical concepts as
they are used by people in work they do with others,
• and not in Capabilities.
• Although, a capability lens can be applied when you want to
think about what is important (salient) and where you need
capacity in order to achieve some result.
35. 3535
INTERWEAVING is a ...
Human centric, Work oriented and Instrumental practice,
for Work people do with others across boundaries.
36. 3636
INTERWEAVING is a ...
Human centric,
Work oriented and
Instrumental
practice
… for Work
people do with
others across
boundaries
37. 3737
Interweaving Thinking starts small
… by asking 2 Questions!
Body of Knowledge
Interweaving - Framework
Saliency
(the most important)
Interweave
(how people and things fit,
act, and evolve together
across boundaries)
Start here!
Personal, Managerial and Professional Mastery!
Your own
Body of
Knowledge
Build your own!
38. 3838
Interweaving is complementary
… and not overlapping
PartnershipOrganisational
Services
INFUSIONPersonal Practice
Practice
An Interweaver does not replace business analysts, strategists,
organisational developers, project managers, but complement them.
The Interweaving Practice can be applied at every level and part
of an organisation.
39. 3939
Interweaving supports Agile projects
• Interweaving integrates well with predictive, iterative,
incremental, and agile project approaches.
• Interweaving provides rights sized backbones that keeps agile
work together across sprints
41. 4141
What is in it for me?
INTERWEAVING
aims to …
Boost Resource Utilisation and Releasing Business Results and Values
… by …
Unlocking, Realising, & Optimising the Value of Togetherness
42. 4242
Interweaving Delivers Change and Benefits
Starts by asking 2 questions …
Interweaving - The Essence and Benefit Ladder
Essence and
Benefits
deliver
Saliency
(the most important)
Interweave
(how people and things fit,
act, and evolve together
across boundaries)
Work oriented
Knowledge,
Enablers &
Facilitators
drive change to …
Unlock, Realise,
& Optimise The
Value Of
Togetherness
and realise
benefits …
Release Business
Results & Values
Boost Asset
Utilization
43. 4343
Interweaving Delivers
… rich and manifold kinds of takeaways
Integration, Facilitation,
Mediation & Change
Management
Assessments and
Validations
Interweave &
Backbones
Knowledge and
Insights of the New,
Possible, or Existing
44. 4444
Interweaving Delivers
… rich and manifold kinds of takeaways
Assessment & Validation
Wellness AssessmentVerification & Validation
“New Kid on the Block”
Evaluation
Knowledge & Insights of The New, Possible, or Existing
Insights for Innovation &
Improvement
Advise for Action
Knowledge about what is
most important - Saliency
Knowledge about
The Interweave
Improved Decision Making
& Learning
Shared mental models,
dialogues & references
Interweave & Backbones
Transformation
Backbones
Operations
Backbones
Cohesion &
Stability
New Steering, advising & guidance means
Strengthened governance, management,
& control systems
Alignment & Integration
at all levels & domains
Bridges peoples work,
professions & disciplines
Enabled
underlying logics
Understandable, workable, acceptable &
agreeable Tools
Integration, Facilitation, Mediation & Change Management
Mobilisation of organisation
& projects to perform
Integrator, Facilitator,
Mediator & other Roles
Accommodation
46. 4646
Interweaving supports your Journey
Design
StrategyInnovationIntegration
Personal Mastery Knowledge
Startup
Executive,Manager
47. 4747
Analysis & Design – The Toolkit
Examples from the Strands Catalogue, with documented Strands talking points
Customer Journey /
Experience /
Work to be Done
feel
think
do
Touchpoint
Supply chain /
Workflow
CustomerSupplier
supply chain
source
make
deliver
returnreturn
Business Model
Development /
Innovation Journey
BM
space
diffusion /
alignment /
engagement
creativity /
innovation /
enabling technology
Icrowd
product
service
scale
accelerate
48. 4848
Discussing Strands and Boundaries
Example discussions
Changing the Boundaries
What do we do, and what do others do?
Offer to do more
of customers work
Co-creation
How much of the total
work-to-be-done do
you do?
49. 4949
In-front and Behind the curtain
Basic Canvases are supported by Facilitator Canvases
Brand Promise
Metric &
Assessment
Innovation
System
Transformation
System
Instrument
Metric &
Assessment
Customer Value Curve / Ladder
IndustryNetwork
Relationships
Macro Forces &
Trends
Competitive
Frame
ChannelValue Curve / Ladder /Offer /
Treatment
Key Activities
Key Performer
Key Resources
Customer
Relationships
Market
Positioning
Value Proposition
Customer
Segment
Customer
Journey
Products &
Services
Governance
System
Management
System
Gain (+) Pain (-)Gain Creator (+)Pain Killer (-)
Partner Internal
Access to Own
InternalSourced
Higher Order
Weaknesses (-)
Strengths (+)
InternalExternal
Values / Attitudes
Self
Self-
Transcendence
Cost
Structure
Revenue
Stream
Desired State of
Affairs
Threats (-)
Opportunities (+)
Fit / Match /
GAP /
Change
Market
Customer
Persona
Status,
Maturity
Freedom,
Limitation
Scenario,
Option,
Assumption,
Hypothesis, Choice
Circumstances,
Forces of Change
Time (past, present,
future, vision, horison)
Frame of
Interpretation
Context of
Interpretation
Effort (Motivation,
Direction)
Approach, Method,
Manner, Theories
Strategic Logic
Standard
Barriers
Capability Value
Creation
Concept
Feel (mind-body)
Think (mind)
Seeing (senses)
Hearing (senses)
Saying (senses)
Doing (physical)
Work to Be Done (state of affairs)
Being
Experience
Functions
Feature
Aspiration
Comfort
Dissatisfaction
Problem
Geographic
Demographic
Competitive
Advantage
Unfair Advantage
IKIGAI
Substitute
Complement
Newcomer
“What does
success like
like?”
Risk
Actions
Reduce
(prevent,
eliminate,
mitigate)
Avoid
Transfer
Share
Accept
(Ignore)
Government
Society
Actions
Create
Increase, Raise
Transform
Support
Doing
Doer
Being
Becoming
Identity
Emotions
Importance
Complementary
Substitute
Relating
Support
Brand
Strategy
Document
Purpose, Values,
Mission, VIsion
Co-Creation
Differentiation
Best Practie
Environmental
Quality Touch point
Unwanted
Scenario
Portfolio
GAP
Capability
GAP
Value Fit/
Match
Rival
Supply Chain
Work Flow
Evidence
Information
Equipment
Facility
People
Organisation
IS/IT
Application
Machine
Resource
Supply -
Demand
GAP
Social,
Environmental
Responsibility
Growth
Product &
Service
Marketing
Sales
culture
Switching Costs
Supply & Demand
Segment
Structure
ForcesForces
Motivation
Platform
Customisation
Story
Logic
Forms
Essentiality
GAP
Location
Material
Behind the curtain:
A Facilitator Canvas
In-front of the curtain
Data
Strands
50. 5050
Grow into Interweaving!
Start with 2 simple questions, then use the Body Knowledge and Framework
Build your body of knowledge by extending or contracting the Interweaving BoK
Body of Knowledge
Interweaving - Framework
Saliency
(the most important)
Interweave
(how people and things fit,
act, and evolve together
across boundaries)
Method
WorkEm
(ways of working)
ThinkEm
(ways of thinking)
Start here!
Work
Oriented
FUNdamenta
Statements
FUNdamenta
Criterion
Personal, Managerial and Professional Mastery!
Practices
Work
Products
Languages
Your own
Body of
Knowledge
Forms
Language
FUNdamanta
Language
Knowledge
Perspectives
Knowledge
KindsKnowledge
Build your own!
51. 5151
Forms language
The core Interweaving language
Bridge
Specification-Realisation, Handoff,
Masterplan, life cycle, Case file, …
Strand
Supply chain, feedback, customer
journey, Backbone, ,…
Space
Market, Decision space, Work
space,…
52. 5252
Interweave Thinking & Interweaving practice
enables you to …
… uniquely untangle and simplify complications, complexities,
interlinkage, manifolds, variations volatility, and co-creation
…
… understand how “the change” fit into its future competitive
environment.
…
… unlock, realise, & optimise the Value of Togetherness!
53. 5353
The dirty little capability secret….
“A Capability depends on underlying concepts.”
Can you talk about an “Innovation Capability” without first
knowing what Innovation is? No!
If you know Innovation, then what to you need Innovation
Capability reasoning for?
We will later explore this secret and its effect on decision
making, and present solutions and fixes to avoid bad results.