business innovation & transformation enablement (bite) method
DESCRIPTION
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Business Innovation & Transformation Enablement (BITE) Method
Henrik von Scheel LEAD Developer, responsible for BITE Method
LEAD the Way
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72% of all IT projects fail*
The ratio of cost and value is broken Everybody talks about strategy, very few are able to relate the operation to it
Economic and productivity losses of $3 Billion
(4.7 % of global GDP)
45% run over budget
7% behind schedule
56% deliver less functionality than predicted
Achieving at least $15 million in benefits, requires
spending of $59 million
* McKinsey Oxford study 2012, Delivering IT projects on time, on budget, and on value
The BITE Method relates the right objects and artifacts to ensure that the defined
innovation & transformation needs and wants within an organization, can be
executed.
From Strategy to Execution Business Innovation & Transformation Enablement Method
Lifecycle Method Layered Architecture Method Decomposition & Composition Method Maturity Reference Method Requirement Reference Method
The BITE method fully interlinks and leverages all the LEADing Practice framework,
methods and approaches
Business Model/ Competency Reference Framework Process Reference Framework Value Reference Framework Service Reference Framework Cloud Reference Framework Information Reference Framework Application Reference Framework Data Reference Framework Platform Reference Framework Infrastructure Reference Framework
Structures the practitioner’s way of working Across all layers, with supporting artifacts e.g. templates & tools
The BITE method structures the LEAD objects to enable the practitioner’s way of working
with innovation and transformation aspects across all layers, with supporting artifacts e.g.
templates & tools, that have the integrated transformation and innovation principles, rules,
procedures and practices embedded.
Mthod
Strategy
CSFs
KPIs
PPIs
Process Events
Resources Functions/Tasks
Services SPIs SLA Application Components
Appl. Feature Appl. Functions
Data Service
Data Components
Platform Components
Infrastructure Components
Data Entities Data Objects
Platform Service Platform device
Infrastructure Devices Infrastructure Services
External drivers Competencies
Appl. Service
Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Business Model
Mthod
Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Business Model
Strategy
CSFs KPIs
PPIs Process
Events
Resources Functions/Tasks
Services SPIs SLA Application Components
Appl. Feature Appl. Functions
Data Service Data Components
Platform Components
Infrastructure Components
Data Entities Data Objects
Platform Service Platform device
Infrastructure Devices Infrastructure Services
External drivers Competencies
Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Strategy Map
Mthod
Strategy
CSFs KPIs
PPIs Process
Events
Resources Functions/Tasks
Services SPIs SLA Application Components
Appl. Feature Appl. Functions
Appl. Service
Data Service Data Components
Platform Components
Infrastructure Components
Data Entities Data Objects
Platform Service Platform device
Infrastructure Devices Infrastructure Services
Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Strategy Map
External drivers Competencies
Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Balance Scorecard
Mthod
Strategy
CSFs KPIs
PPIs Process
Events
Resources Functions/Tasks
Services SPIs SLA Application Components
Appl. Feature Appl. Functions
Appl. Service
Data Service Data Components
Platform Components
Infrastructure Components
Data Entities Data Objects
Platform Service Platform device
Infrastructure Devices Infrastructure Services
External drivers Competencies
Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Balance Scorecard
LEAD Measurements Template
Mthod
Strategy (SBO)
CSFs KPIs
PPIs Process
Events
Resources Functions/Tasks
Services SPIs SLA Application Components
Appl. Feature Appl. Functions
Appl. Service
Data Service Data Components
Platform Components
Infrastructure Components
Data Entities Data Objects
Platform Service Platform device
Infrastructure Devices Infrastructure Services
Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example LEAD Measurements Template
External drivers Competencies
Structures the practitioner’s way of working Across all layers, with supporting artifacts e.g. templates & tools
The BITE method structures the LEAD objects to enable the practitioner’s way of working
with innovation and transformation aspects across all layers, with supporting artifacts e.g.
templates & tools, that have the integrated transformation and innovation principles, rules,
procedures and practices embedded.
Mthod
Strategy
CSFs
KPIs
PPIs
Process Events
Resources Functions/Tasks
Services SPIs SLA Application Components
Appl. Feature Appl. Functions
Data Service
Data Components
Platform Components
Infrastructure Components
Data Entities Data Objects
Platform Service Platform device
Infrastructure Devices Infrastructure Services
External drivers Competencies
Appl. Service
Definitions of Innovation and Transformation
* Oxford Dic,onaries 2012
The BITE sequence of though process Interrogative relates the LEAD objects, same context – but different way of thinking and modelling
Innovation example Business Innovation & Transformation Enablement
Analyze Existing Strategy Business Innovation & Transformation Enablement
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Analyze / Identify Existing Strategies Business Innovation & Transformation Enablement
Identify Internal & External Drivers (Competitive Forces) Business Innovation & Transformation Enablement
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External Influencing Factor Government Regulations
Macro Economics
Technology changes
Competitors & Rivals
Joint Venture & Partners
Supplier
Internal Influencing Factor Strategic Business Objectives
Critical Success Factors
Key Performance Indicators
Value & Performance Drivers
Enterprise Structures
People
Process
Organization
Technology
Identify Internal & External Drivers Business Innovation & Transformation Enablement
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Identify Internal & External Drivers Business Innovation & Transformation Enablement
Understand Business Model Drivers Business Innovation & Transformation Enablement
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Innovation and Transformation Research Lesson Learned from the past 40 years
Leading and Best Practice Research, 2011/2012 Scope: 1765 CEO’s and 2936 business leaders representing all major countries and industries
Lessons Learned around Business Model Innovation and Transformation Research
Value Model The Value Model describes the different value perspectives and in an organization. A Value Model considers the aspects of external & internal value drivers, business strategy (SBO), business objectives (CSF, plan, forecast, budget), value expectation, value proposition and value management. It is the strategic tool to redefine what is core competitive competencies and what is no-core competencies and thereby what can and can’t create value. Characteristic of organizations that applied Value Model, where focus in the following areas:
Value Management Strategy Core competitive competencies and what is no-core competencies and thereby what can and can't
create value. Process and activity optimization or innovation to support service concept and development. Value owners responsibilities for value creation Roles involved in the value identification, value concept and developments. Business flow that needs to be changed optimized or developed to support new value model. Media that will be involved in the value development and delivery. Channels that are needed in the wished value model. Value realization through Technology adoption and thereby the level of automation though
applications, data, platform and infrastructure. Value measurements, in terms of critical success factors and key performance indicators to value
planning, identification, creation, realization and governance.
Examples: Over the past years Apple has develop a sophisticated value model from R&D, development partners, to retail storages to put the customers experience of value in the center by combining product, software and service. Its revenue, profit and stock price increases reflects the success of those transformation and innovation initiatives.
Value Model Describes the different value perspectives and in an organization
A Value Model considers the aspects of external & internal value drivers, business strategy (SBO), business objectives (CSF, plan, forecast, budget), value expectation, value proposition and value management.
Revenue Model
A Revenue Model defines how an organization makes money by changing the value proposition (product/ service/ value mix) - and what needs to be done to optimize the pricing model.
Characteristic of organizations that applied Revenue Model, where focus in the following areas:
• Revenue strategy. • Development of core competitive and core differentiating • Pricing models and value trade off. • Owner responsibilities for optimization and development of pricing model, value proposition and cost
cutting. • Process integration and standardization to support the wanted revenue model developments. • Roles involved in the concept and developments • Business flow that needs to be changed or optimized to support new revenue model concept • Media that will be involved in the revenue model development and delivery • Channels that are needed in the wished revenue model • Technology adoption, for the level of automation development though applications, data, platform
and infrastructure to cut cost • Revenue model measurements, in terms of critical success factors & KPI.. • Revenue model compliance to regulations and laws • Objects in terms of products and offerings that need to be developed for a new value trade off • Rules in terms of standards, guidelines and policies around the pricing model.
Examples: Gillette innovated the pricing model by giving away razors and making money on the blades. Netflix shifted the revenue model from product / rental based to a subscription based annuity model.
Revenue Model Defines how an organization makes money by changing the value proposition (product/ service/ value mix)
Service Model
A Service Model defines an organization’s core differentiating, main and supporting services delivered.
Characteristic of organizations that applied Service Model, where focus in the following areas:
Services strategy Service Objects (e.g. service product) Service Construct (main, supporting and management services) Development of core competitive and core differentiating services. Service owners responsibilities for service developments. Roles involved in the service concept and developments. Business flow that needs to be changed or optimized to support new service model (service
provider and service consumer). Media that will be involved in the service development and delivery. Service channels that are needed in the wished service model. Service technology adoption, the level of service automation though applications, data, platform
and infrastructure. Service Level Agreements with partners Service measurements, in terms of critical success factors and key performance indicators.
Examples: Apple Inc transformed the music industry through a new way of connecting hardware with software, to download music by using a combination of iPods/iTunes products and services.
Virgin transformed from one value chain to another, leveraging its brand across industries including airline, media and telecom.
Service Model Defines an organization’s core differentiating, main and supporting services delivered
Performance Model
A Performance Model is what defines an organizations ability to perform effectively and efficiency to determine success or alignment with value objectives and goals.
As a part of any Performance Model are definition of performance goal, indicators and measures e.g. Business Process Improvement (BPI), Key Performance Indicators (KPI) and Process Performance Indicators (PPIs). This includes personalized key performance metrics (KPIs) and benchmarks that drive the financial and operational success of the company as well. Characteristic of organizations that applied Performance, where focus in the following areas:
Performance strategy. Business competencies that need to perform in order to create the right results Process and activity optimization or innovation to create the needed performance. Performance owners responsibilities for performance developments. Roles involved in the performance concept and developments. Business flow that needs to be changed or optimized to support new performance model. Media that will be involved in the performance development and delivery. Channels that are needed in the wished performance model. Performance increased by technology adoption and thereby the level of performance
automation though applications, data, platform and infrastructure. Performance measurements, in terms of business performance indicator, key performance
indicators and process performance indicator.
Examples: Toyota developed the Kaizen performance model. Kaizen strategy calls for a never-ending effort of improvement involving everyone in the organization – managers and workers alike.
Performance Model Defines an organizations ability to perform effectively and efficiency to determine success or alignment with value objectives and goals.
Cost Model
The cost model describes all costs incurred to operate in an organization supporting the service model and revenue model.
Characteristic of organizations that applied Cost Model, where focus in the following areas:
Cost Cutting strategy. Cost Construct (main, supporting and management cost) Identification of Non-Core competencies for the potential of standardization, integration and or
outsourcing. Process and activity optimization or standardization to cut cost. Cost owners responsibilities for cost cutting. Capture cost drivers, not just cost elements Object cost reduction to impact total cost of ownership Cost-Benefit Analyses Support Role Roles involved in the service concept and developments. Business flow that needs to be changed or optimized to reduce cost. Media that will be involved in the cost reduction. Channels that are impacted by the cost reduction potential. Technology adoption, the level of standardization and integration within the automation though
applications, data, platform and infrastructure. Cost measurements, in terms of critical success factors and key performance indicators.
Examples: Over the years the McDonald's Corporation has worked with suppliers to develop a sophisticated model to optimize operating costs. Nokia overcame high network infrastructure costs through innovative ‘village network’ solutions that allowed it to offer affordable phone service to rural consumers in India.
Cost Model Describes all costs incurred to operate in an organization
Operating Model
An organization’s operating model describes how an organization operates across business competencies, functions, process, organization and technology domains in order to deliver the performance and value defined by the organization. The purpose of an operating model is to make better-informed business decisions and to improve organization performance and profitability.
Characteristic of organizations that applied Operating Model, where focus in the following areas: Operating model strategy Development and transformation of operating model to ensure continuous consistency of core competitive
and core-differentiating competencies. Process integration, standardization for a focused, responsive, flexible & robust operating model. The Owner responsibilities for standardizing & integrating the operating model of one's organization Roles involved in the operating model concept and developments Business flow that needs to be standardized, changed or optimized to support new operating model concept Media that will be involved in Operating Model development and delivery Channels that are needed in the wished Operating Model Technology adoption e.g. applications, data, platform and infrastructure, for the level of Enterprise Operating
Model integration, standardization, optimization and renewal Operating Model measurements, in terms of critical success factors and key performance indicators that are
linked to the business strategy Compliance to business regulations and laws Services delivered internal as well as external to partners, suppliers and customers around the new or
transformed Operating Model initiative. Objects in terms of products, application or data that need to be standardized & or integrated Rules in terms of standards, guidelines & policies to ensure the right monitoring, control & optimization
initiatives.
Examples: Levi Strauss set up its first retail store in India in 1995 while partnering with multiple local manufacturers, and even today the bulk of the company’s denim products in India are manufactured by Arvind Mills, now the world’s third largest denim manufacturer and supplier to other marquee apparel brands.
Operating Model Describes how an organization operates across business competencies, functions, process, organization and technology domains in order to deliver the performance and value defined by the organization.
Business Model Domain Innovation and Transformation
Relating External Drivers to Business Model Domains
Outline Strategic Business Objectives Business Innovation & Transformation Enablement
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Industry exposure to external forces e.g. macroeconomics
Low High
Organizations geographic exposure to recession/crisis e.g. demographics, environment
Low High Low High
Organizations market position e.g. rivals, complementors
Strong Weak Strong Weak Strong Weak Strong Weak
Strengthen Growth Raise growth through penetrating new service markets and segments Amplify growth through partnering Boost revenue through Service & Price optimization Increase revenue through developing new Sales & Service channels Enlarge growth through expanding the Service/Product portfolio Increase revenue with existing customers Increase growth through mergers and acquisitions
Cost Eficiency Optimize Cost, Cash Flow and Capital Decrease Administration Costs Reduce Sales Costs Shrink Cost of Goods Sold Reduce Income Tax
Improve Competitiveness
Strengthen organizational developments Faster Time-to-Market Advance Customer Interaction Improve Customer Satisfaction & Loyalty Boost Brand Awareness Increase Partner & Relationship Collaboration Improve Responsiveness
Lower Risk Secure long term funding Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6
Increase Risk Insight & Intelligence 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Divest areas
Opera,onal Develop Resource Management 6 6 6 6 6 6 6 5, 6
Outline Strategic Business Objectives Business Innovation & Transformation Enablement
Identify Performance & Value Opportunities Business Innovation & Transformation Enablement
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Industry exposure to external forces e.g. macroeconomics
Low High
Organizations geographic exposure to recession/crisis e.g. demographics, environment
Low High Low High
Organizations market position e.g. rivals, complementors
Strong Weak Strong Weak Strong Weak Strong Weak
Strengthen Growth Raise growth through penetrating new service markets and segments Amplify growth through partnering Boost revenue through Service & Price optimization Increase revenue through developing new Sales & Service channels Enlarge growth through expanding the Service/Product portfolio Increase revenue with existing customers Increase growth through mergers and acquisitions
Cost Eficiency Optimize Cost, Cash Flow and Capital Decrease Administration Costs Reduce Sales Costs Shrink Cost of Goods Sold Reduce Income Tax
Improve Competitiveness
Strengthen organizational developments Faster Time-to-Market Advance Customer Interaction Improve Customer Satisfaction & Loyalty Boost Brand Awareness Increase Partner & Relationship Collaboration Improve Responsiveness 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3
Lower Risk Secure long term funding Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6
Increase Risk Insight & Intelligence 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Divest areas
Opera,onal Develop Resource Management 6 6 6 6 6 6 6 5, 6
Identify Performance & Value Opportunities Business Innovation & Transformation Enablement
High Importants Medium Importants Low Importants
Analyze CAN, WANT and SHOULD DO scenario Business Innovation & Transformation Enablement
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Analyze CAN, WANT and SHOULD DO scenario Business Innovation & Transformation Enablement
Organization CAN DO Capability Employee Core Competencies Production Faculties Service Product Process
Organization WANT DO Business Idea Leadership preference Leadership vision Goal Declaration of Intent Value
Organization SHOULD DO Competitive Situation Client Side Supplier Side Distribution Situation Encourage Factors
Analyze & Benchmark Strategies Business Innovation & Transformation Enablement
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Industry exposure to external forces e.g. macroeconomics
Low High
Organizations geographic exposure to recession/crisis e.g. demographics, environment
Low High Low High
Organizations market position e.g. rivals, complementors
Strong Weak Strong Weak Strong Weak Strong Weak
Strengthen Growth Raise growth through penetrating new service markets and segments 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2
Invest / divest
Amplify growth through partnering 1 1 1 1 1 1 1 1 Boost revenue through Service & Price optimization 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 Increase revenue through developing new Sales & Service channels 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2
Invest / divest
Enlarge growth through expanding the Service/Product portfolio 2 2 2 2 2 2 2 2 Increase revenue with existing customers 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 Increase growth through mergers and acquisitions 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6
Cost Eficiency Optimize Cost, Cash Flow and Capital 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 Decrease Administration Costs 3 3 3 3 3 3 3 3 Reduce Sales Costs 3 3 3 3 3 3 3 3 Shrink Cost of Goods Sold 3 3 3 3 3 3 3 3 Reduce Income Tax 3 3 3 3 3 3 3 3
Improve Competitiveness
Strengthen organizational developments 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Faster Time-to-Market 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Advance Customer Interaction 5 5 5 5 5 5 5 5 Improve Customer Satisfaction & Loyalty 5 5 5 5 5 5 5 5, 6 Boost Brand Awareness 5 5 5 5 5 5 5 5 Increase Partner & Relationship Collaboration 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Improve Responsiveness 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6
Lower Risk Secure long term funding 6 6 6 6 6 6 6 6 Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6
Increase Risk Insight & Intelligence 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Divest areas
Opera,onal Develop Resource Management 6 6 6 6 6 6 6 5, 6
High Importants 1 = Revenue Model 4 = Performance Model Medium Importants 2 = Service Model 5 = Value Model Low Importants 3 = Cost Model 6 = Operating Model
Analyze & Benchmark Strategies Business Innovation & Transformation Enablement
Identify Pain & Goal Chain Business Innovation & Transformation Enablement
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Identify Pain & Goal Chain Business Innovation & Transformation Enablement
Identify Critical Success Factors Business Innovation & Transformation Enablement
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Identify Critical Success Factors Business Innovation & Transformation Enablement
Strengthen Growth Raise growth through penetrating new service markets and segments Amplify growth through partnering Boost revenue through Service & Price optimization Increase revenue through developing new Sales & Service channels Enlarge growth through expanding the Service/Product portfolio Increase revenue with existing customers Increase growth through mergers and acquisitions
Cost Efficiency Optimize Cost, Cash Flow and Capital Decrease Administration Costs Reduce Sales Costs Shrink Cost of Goods Sold Reduce Income Tax
Improve Competitiveness Strengthen organizational developments Faster Time-to-Market Advance Customer Interaction Improve Customer Satisfaction & Loyalty Boost Brand Awareness Increase Partner & Relationship Collaboration Improve Responsiveness
Lower Risk Secure long term funding Ensure Compliance Improve Risk Planning Enhance Risk Management Advance Business Recovery Increase Risk Insight & Intelligence
Operational Excellence Develop Resource Management Strengthen Service/Product Development Improve Service/Product Delivery Enhance Corporate Services Improve Information Management
Define Innovation and Transformation needs Business Innovation & Transformation Enablement
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Revenue Model
Service Model Cost Model Performance
Model Value Model
Operating Model
Business Competency Develop the organizational competencies
Organizational Construct/Design
Slimline and optimize the Organizational Construct Redesign the organizational business areas according to revenuestream Improve balance between buy and lease Reduce organizational complexity Integrate and standardize business functions and service
Business Capability Develop business capabilities Identify reduntant capabilities Leverage strong/unique partner capabilities Invest in core capabilities
Business Resource Better resource and skills performance Improve account management skills of staff Improve ability to attract talent Optimize operation resources
Core Differentiating Competency
Invest in core competitive competencies Develop core differentiating competencies Identify which competencies are non-core competencies for the potential of standardization, integration and or outsourcing. (X) X X Increase critical competencies through partnership, merger and acquisition X X
Process Cross Organizational process development and optimization (X) X X Select which process and activity
Define Innovation and Transformation needs Business Innovation & Transformation Enablement
High Importants Medium Importants Low Importants
Create Strategy Map Business Innovation & Transformation Enablement
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Create specific Innovation Transformation Strategy Map
Create Strategy Map Business Innovation & Transformation Enablement
Industry exposure to external forces e.g. macroeconomics
Low High
Organizations geographic exposure to recession/crisis e.g. demographics, environment
Low High Low High
Organizations market position e.g. rivals, complementors
Strong Weak Strong Weak Strong Weak Strong Weak
Business Strategy Define strategy in terms of how to win, adapt or even survive: Strengthen Growth Raise growth through penetrating new service markets
and segments 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 Invest / divest
Amplify growth through partnering 1 1 1 1 1 1 1 1 Boost revenue through Service & Price optimization 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 Increase revenue through developing new Sales & Service channels 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2
Invest / divest
Enlarge growth through expanding the Service/Product portfolio 2 2 2 2 2 2 2 2 Increase revenue with existing customers 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 Increase growth through mergers and acquisitions 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6
Cost Eficiency Optimize Cost, Cash Flow and Capital 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 Decrease Administration Costs 3 3 3 3 3 3 3 3 Reduce Sales Costs 3 3 3 3 3 3 3 3 Shrink Cost of Goods Sold 3 3 3 3 3 3 3 3 Reduce Income Tax 3 3 3 3 3 3 3 3
Improve Competitiveness
Strengthen organizational developments 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Faster Time-to-Market 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Advance Customer Interaction 5 5 5 5 5 5 5 5 Improve Customer Satisfaction & Loyalty 5 5 5 5 5 5 5 5, 6 Boost Brand Awareness 5 5 5 5 5 5 5 5 Increase Partner & Relationship Collaboration 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Improve Responsiveness 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6
Lower Risk Secure long term funding 6 6 6 6 6 6 6 6 Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6
Increase Risk Insight & Intelligence 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Divest areas
Opera,onal Develop Resource Management 6 6 6 6 6 6 6 5, 6
High Important 1 = Revenue Model 4 = Performance Model Medium Important 2 = Service Model 5 = Value Model
Low Importants 3 = Cost Model 6 = Operating Model
Understand / Create Scorecard Business Innovation & Transformation Enablement
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Understand / Create Scorecard Business Innovation & Transformation Enablement
Create Value Map Business Innovation & Transformation Enablement
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Create Value Map Business Innovation & Transformation Enablement
Create Performance Measurements Business Innovation & Transformation Enablement
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Create Performance Measurements Business Innovation & Transformation Enablement
Priorities Innovation & Transformation Initiatives Business Innovation & Transformation Enablement
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Revenue Model
Service Model Cost Model Performance
Model Value Model
Operating Model
Business Competency Develop the organizational competencies X X
Organizational Construct/Design
Slimline and optimize the Organizational Construct X X Redesign the organizational business areas according to revenuestream X (X) X Improve balance between buy and lease (X) X Reduce organizational complexity (X) X X Integrate and standardize business functions and service X (X)
Business Capability Develop business capabilities (X) X Identify reduntant capabilities X X X Leverage strong/unique partner capabilities (X) X Invest in core capabilities X (X)
Business Resource Better resource and skills performance X X Improve account management skills of staff (X) X Improve ability to attract talent (X) X Optimize operation resources (X) X X
Core Differentiating Competency
Invest in core competitive competencies X X (X) X Develop core differentiating competencies X X Identify which competencies are non-core competencies for the potential of standardization, integration and or outsourcing. (X) X X Increase critical competencies through partnership, merger and acquisition X X
Process Cross Organizational process development and optimization (X) X X Select which process and activity
High Importants X = Targeted
Medium Importants (X) = Secondary target
Low Importants
Define Innovation and Transformation needs Business Innovation & Transformation Enablement
Priorities Innovation & Transformation Initiatives Business Innovation & Transformation Enablement
Main take away
The only way to innovate or transform, is by changing what you do
The BITE Method relates the right objects and artifacts to ensure that the defined innovation & transformation needs and wants within an organization, can be executed.
The BITE method structures the LEAD objects to enable the practitioner’s way of working with innovation and transformation aspects across all layers, with supporting artifacts e.g. templates & tools, that have the integrated transformation and innovation principles, rules, procedures and practices embedded.
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