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Whether I am working on a single process or an operating model, I have found that stakeholder analysis is a good place to start. It is simple to do and often gives insights that are valuable both to the design work and to the transformation work.

Take a page of paper or a flip chart, describe the thing you are designing (process or function or whole organisation) in a circle in the middle, and array the stakeholders on spokes leading away from this central circle. A stakeholder is an individual or group of individuals or organisations who are likely to be affected by the work you are doing or whose requirements will affect the work you are doing.

There is a recurring myth in the IT industry that Agile projects do not require documentation, that giving stakeholders the opportunity to respond to fully functional software replaces that need altogether.  This perception (or, more accurately, this misperception) often stems from a misunderstanding of the following statement in the Agile Manifesto (https://agilemanifesto.org):

" We have come to value…. Working software over comprehensive documentation"

The creators of the Agile Manifesto have clarified this statement numerous times, emphasizing the following qualifying condition at the end:

"That is, while there is value in the items on the right, we value the items on the left more."

2019 is going to be a very different year than the past few years. 2017 was a "pedal to the metal" year where almost all were making forward momentum with digital. 2018 started strong, but there was a shift to "steady speed" over acceleration. Many economic experts are now predicting a slight dip in growth which means businesses will be hovering their foot above the brake pedal just in case the turmoil in the markets takes a sharp turn.  What does this mean for business investment in Digital? This blog will be my best shot at predicting the likely trends.

Most of us have found ourselves in the situation where we are assigned to oversee a function or department new to us. Without knowing what we’ve inherited, the honeymoon period kicks off – those critical ninety or so days where we have to demonstrate that the hiring manager made the right decision. During this time, we meet with our direct reports, talk with customers, watch how things are getting done, and diligently investigate areas identified by our boss. But true progress is somewhat elusive – we just don’t really know where to dig in. Not knowing where to focus their energy, many new managers hammer down on the administrative side of the job. Unfortunately, they quickly lose the ability to see with fresh eyes the reality of the situation. They get sucked into the void of the status quo.