Leading Innovation. Analysis. Jonathan Nituch

Transcription

1 Leading Innovation through Enterprise Analysis Jonathan Nituch

2 Agenda Nature of Innovation Enterprise Analysis Theory Innovation Myths Leadership EA Methodology Results and Pitfalls Questions

3 Learning Outcomes 1. Identify the components of an environment for innovation. 2. State the definition of enterprise analysis, portfolio management, and strategic planning. 3. Describe leadership as defined through understanding of needs. 4. Employ a 5-step methodology to lead innovation through enterprise analysis.

4 Innovation

5 Innovation is a Creative Enterprise *NEW* Ideas *NEW* Approaches *NEW* Takes

6 Innovation in Business Context New means change Theory Strategic Planning Project Portfolio Management Enterprise Analysis What changes to enact?

7 Strategic Planning Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. wikipedia anning

8 Project Portfolio Management includes identifying, prioritizing, authorizing, managing, and controlling projects, programs and other related work, to achieve specific strategic business objectives. PMBOK pg. 9

9 Enterprise Analysis Describes the business analysis activities necessary to identify a business need, problem, or opportunity, define the nature of a solution that meets that need, and justify the investment necessary to deliver that solution. BABOK pg. 81

10 Identify Need Determine Solution Innovation

11 Project Timeline

12 Who is Responsible for Innovation? Innovation is R&D, something other people do Sit in cubicle and hope, sit in corner office and hope

13 Myth #1: Innovation is Only About Products It is also systems, process, and people: structural and human capital What about your corner of the world?

14 Myth #2: Innovation Comes for Above Upper management will not produce all of the innovation that you need.

15 Levels of Innovation Organizational Program View Project View

16 Levels of Innovation/Strategy Organizational View Strategy People Program View Strategy Process Data Requirement People Process Data Requirement Project View Strategy People Process Data Requirement

17 Take Ownership Make innovation in your world your responsibility.

18

19 Artists Experience Inspiration Innovation Context Collaboration Images from Wikipedia

20 Innovation Requires an Environment Experience Innovation Leadership Structure Context Collaboration

21 Leadership Popularity of leadership A great leader is easy to recognize, but difficult to define. Leaders are able to mobilize people through their influence.

22 Types of Leaders Dictator Collaborator

23 Leadership Defined A superlatively endowed individual who can articulate the needs of the people. - unknown Servant Leader Business Analyst

24 Innovation Requires an Environment Experience Innovation Leadership Structure Context Collaboration

25 Fortress Methodology Attributes Lightweight Bottom up Suitable for any level

26 Methodology Steps 1. Document Processes 2. Identify Process Gaps 3. Brainstorm Solutions 4. Determine the Solutions Payoff 5. Implement the Change

27 Step #1 Document Processes As a group, document the current state business processes in diagram form. The process owner will diagram and explain how the process works. The diagram should be clear and detailed enough that all employees understand how the process works.

28 Step #2 Identify Process Gaps and Excesses Identify all perceived areas of improvement (process gaps) All employees are welcome to comment on the process strengths and weaknesses. Customers, vendors and partners must be heard by advocacy or representation. Identification of gaps should not be viewed as an attack. We are all trying to make the company better. The value of each step in the existing process needs to be evaluated. Best practices of other companies should be considered.

29 Step #3 Brainstorm Solutions As a group, consider the identified process excesses and gaps. What solutions could be applied to the gap or excess? At this point, we are not evaluating the cost or effort involved in the solution. This is a creative exercise.

30 Step #4 Determine the Solutions Payoff Each solution will be slotted into the following matrix: Easy to Achieve Difficult to Achieve High Benefits 1 2 Low Benefits 3 4

31 Step #5 Implement the Change Small changes may be as simple as following a new step in the process. Larger changes will require internal projects to complete.

32 Innovation Results Experience Innovation Context Collaboration

33 Engagement Pitfalls Ground Rules Conflict Collaborative Leader/Facilitator

34 Results: Efficiency Documented processes Understand other processes Empathize

35 Other Results: Quality Thinking about org/group Thinking about each other Benefit of the SME experience Managers: will learn more about Managers: will learn more about their unit

36 New Life Cycle

37 Stakeholder Involvement Morale effects: buy in to ideas let go of ideas Helping to chart course They have a voice

38 Project Footing Buy-in to change Context

39 Review 1. Definition EA, PPM, Strategic Planning 2. Project Lifecycle and Engagement 3. Environment for Innovation 4. Leadership through understanding of needs. 5. Methodology: lightweight, bottom up, suitable for any level 6. Pitfalls 7. Results

40 Questions

41 How can a BA get started? You can t do this alone. Leverage your stakeholders. enterprise-analysis-tips-toget-started-babok-5-0/

42 Where can I manage this data? integreat One Truth Project Footing

43 Who can I use for a facilitator? Fortress Technology Planners:

44 Final Thoughts