Digital Transformation
Session 1 : Introduction to Digital Transformation 6
Session 2 : Strategic Analysis – The Spider 8
Session 3 : Diagnosis & Contextual Analysis for Digital Transformation 11
Session 4: Digital Building Blocks: Quick-Build (server side) Environments 14
Session 5: Process modelling for Digital Transformation Management I 15
Session 6a : Process modelling for Information Systems Management II 17
Session 6b: Process modelling for Information Systems Management III 19
Session 7: Digital Transformation of Customer-side Processes 22
Sessions 8-14: Developing a prototype 23
Session 15a: Blockchain 25
Session 15b: Digital Trends 26
Session 16: A project plan 27
Appendix 1: Assessment grading guidance on the workbook 28
Appendix 2: Areas of required change 30
Getting Started
This workbook is to designed to help to crystalise and reflect on a DT&DA&DA Project that you are going to develop during this module.
In doing this, we will be guided by a well-known set of ideas called the ‘Systems Approach’, and in particular draw out the ‘soft’ systems methodology as a basis and guiding philosophy. In all tasks and activities, we will consider the application of the ideas, principles, techniques, technologies and tools, that are presented in the lectures. Following this, we are going to explore further abstractions, i.e. (i) the usefulness of taking a systems based approach and what it means for our project, application of tools, technologies etc, (ii) the way you use the concepts, ideas and principles, as a basis for improvement, and (iii) assessment of what you need to improve the way you use these concepts, ideas, principles and technologies. This encourages reflections on (i) the usefulness of taking a systems based approach, (ii) the methodological assumptions used in a given more orthodox approaches to Information Technology.
You are encouraged to work in small teams to compare your work with that of others. Obviously, you will be working on different client organisations, so your work is necessarily different, but the use of methods, ideas and concepts can be compared, analysed and contrasted in those small teams. These teams are termed ‘Innovation ThinkTanks’. As a member of an Innovation ThinkTank, you will be expected to:
• Apply the principles, ideas, concepts, methods and technologies, in order to develop robust and justifiable intervention actions;
• Critique your own and other members’ use of the principles, in order to refine and develop your own;
• Identify practical changes that you can take back to your organisation or a given client.
Organisation
You should contact 2 (or so) colleagues to form an Innovation ThinkTank. This will be the locus of energy and activity to help drive the thinking, and transformational activities. The ThinkTank process, requires you to think carefully about how you are coming to conclusions about possible transformation actions. It is an opportunity to share ideas, methods, techniques etc. You will sharpen your own thinking by considering the perspectives of other members of your ThinkTank. No one perspective is ‘right’ in an absolute sense, but we have the responsibility to continue to refine our ideas, and defend them with precision. Use your ThinkTank to do this. Remember, at all times, you should take responsibility for sharpening your own thinking!
You and your ThinkTank have huge responsibility - you are undertaking something fundamentally important – to define workable performance improvements in an organisation, to demonstrate the value of them and to document their impact. This is a fundamental aspect of leading a transformation.
Please Note
Topic areas are identified as a title.
Introductory words are in normal type.
Instructions are in italics.
In Appendix 2, there are sheets which can be used to identify your areas of action and change. Many consultants, will carry such sheets around with them to help remind them of on-going change actions and ideas. It is probably a good idea to use the same technique.
Please try and fill in as much as you can of this workbook, using your research and ThinkTank to help you. You should apply the ideas methods to your own case organisation e.g. the one that you work for, or a client organisation.
For each session, you would normally be expected to:
Listen to the lecture;
Explore and complement the ideas presented by undertaking some form of inquiry, using references given, and/or some internet based exploration.
Consider the relevant task in the ‘DT&DA Workbook’;
Compare your answers and ideas with one or more colleagues in your ThinkTank, by a process of mentoring each member;
Refine your ideas and improve your thinking about the ‘DT&DA Workbook’ task;
Insert your completed task into your workbook.
There are 20 sessions in the lecture series, and 18 sections in the workbook. You should complete the workbook in class time as far as you can, and hand to your class tutor electronically during the final class based session. You can write by hand into the workbook, and then scan it. Or you can use electronic tools to complete your workbook.
**Please note**
In each section there are recommended things to read and to inquiry into. The lectures will ‘introduce’ key themes, and it is expected that individual research will compliment/deepen/develop and personalise the learning. It is for this reason that all sections of the workbook should be attempted, as far as possible. Treat it as a learning tool!!
Session 1 : Introduction to Digital Transformation
Here are a number of ‘themes’ – either an industry sector, or a technology application theme. They may help you focus your mind on a potential Digital Transformation project that you are going to undertake as part of this module. Have a look at the DT&DA.zip file that can be found on Moodle.
The goal in this module will be to develop a proposal for a Digital Transformation. You will find some specific documentation in your course pack on moodle that may help us to kick-start your DT&DA project, as in this workbook.
Please specify the names of the people that you are going to work with in your ThinkTank, and the e-mail address of them.
Name of Colleagues with whom you will work as a ThinkTank (please print) Their e-mail addresses
Insert your ThinkTank Name
Your ThinkTank Name
e.g. “Ace Consulting Corporation”
Name of case organisation (this can be a pseudonym if you want to hide identities)
Describe your Sector (this may or may not be from the list above)
Take a definition of ‘Digital Transformation’ that you you are happy with and insert it below.
Digital transformation is….
Take a definition of ‘Data Analytics’ that you you are happy with and insert it below.
Data Analytics is….
Session 2 : Strategic Analysis – The Spider
A DT&DA will typically start with the strategic drivers of a Digital project – i.e. what and how can technology deliver strategic value to the organisation. In this section, we will consider the drivers of strategic value, in order to ‘frame’ our proposed DT&DA project.
In your ThinkTanks, develop a spider for each of your organisations (one per member).
You should be clear in what each dimension means, and why it is important for your client organisation.
You should be able to defend it in front of your bosses/investors (as in a ‘dragons den’).
The dimensions chosen should be desirable and feasible within context.
Treat the dimensions, and the strategic spider process as an inquiry, not a statement of fact.
In doing an inquiry, we need to be:
o precise in the meaning of our ideas, constructs etc.,
o to provide detail so we can deeply explore the key issues, and
o develop transparency in the conclusions drawn (others need to know how we have come to a conclusion).
Try to identify ‘measures’ which give indication of ‘how do we know we have got there’ to each individual dimension;
The strategic Spider will be referred to regularly as we progress through programme. We will adapt it, change it, adapt it, refine it!!
You can use the template (over) to get started. You can include explanatory text in and around it. Use additional sheets if required.
Define each measurement (we can call it a ‘KPI’ for now). This is going to help us define our Digital Transformation, ensure it is scoped with strategic impact, and ultimately how we might consider its impact.
Add or take away columns or rows as you see fit.
KPI definition Measure now In 1 Year In 2 Years In 3 Years
Session 3 : Diagnosis & Contextual Analysis for Digital Transformation
Problem Diagnosis
Undertaking a diagnosis can be considered to be an inquiring activity which focuses on perceived ‘problems’, and the situations that cause the so-called problems. The inquiry is undertaken simultaneously by both clients and consultants.
All DT&DA projects are applied in the context of human organisations. Ignoring these dimensions will cause problems later. Further, it is very easy to throw technology at a perceived problem, and subsequently realise that the ‘real’ problem still remains.
Diagnose your client organisational context, identifying the explicit and implicit (or hidden) problems.
Treat the diagnosis as an inquiry, not a statement of fact.
Don’t let yourself get into a mode of thinking that is simply ‘whinging’. Try to look at the situation analytically and thoughtfully.
Remember ‘blaming others’ is not an intellectual diagnosis. If you find yourself blaming others, it is likely that you are not understanding their situation fully. Try to understand their situation, and the source of your frustration with them.
Be open with the suggestions of other members of your ThinkTank.
Using your ThinkTank to help you, make a list of perceived ‘problems’ in your client context. Use the space below to make notes of your thoughts.
Problems and symptoms
A diagnosis is more than ‘identifying problems’. Rather it is an inquiry into the fundamental causes (and effect) of the problems. For instance, in organisations, one ‘problem’ is often related to or caused by another problem. So a diagnosis includes the analysis of ‘other factors’ which give rise to a given problem. In effect, our ‘problem’ might be the symptom of something else. Both problem and symptom should be explored.
Taking each problem that you identified in the previous step, write down if it is caused by something else. If so, try to articulate that causes this ‘problem’ to arise. Use the space below to express your ideas. You can use a Rich Picture to express the context of the problems that you see!
Defining your Digital Transformation & Data Analytics Project
From your spider, your diagnosis, define the most important area for your Digital Transformation. Explain why you have concluded this.
Please note
You may want to identify a small and focused digital transformation/data analytics project in your department or business unit. Or, you may want to develop the scope more widely. This scoping is a question of context, desirability and feasibility.
Session 4: Digital Building Blocks: Quick-Build (server side) Environments
Outline your ideas (so far) of a digital technology that may help you to achieve your Digital Transformation.
Please note
• This may or may not be based on example technologies that have been demonstrated.
• You should note that the definition of a technology is not normally considered sufficient to solve problems or achieve strategic goals. Technology should be considered to be an ‘integrated element’ (in systems terms) or an ‘enabler’ of processes, in more general ‘management speak’!
Try to be as clear as possible, and justify your ideas. Use your ThinkTank to help you develop and justify your ideas.
Session 5: Process modelling for Digital Transformation Management I
Take one process and define its inputs and outputs. What are the characteristics of the process that have you identified?
Is it a ‘primary task’ process?
Is it an ‘Issue based’ process, or a ‘primary task’ process?
Is it a ‘project for change’ process?
Is it a ‘control process’?
Justify your answer below.
Identify 4 different types of processes
Write down 4 processes from your chosen case organisation… (i) a ‘primary task, (ii) an ‘issue based’ process. (iii) a ‘project process’, and (iv) a ‘control process’. Insert your ideas below. Use your ThinkTank to compare ideas…
Primary task
Issue based
Control
Project
Session 6a : Process modelling for Information Systems Management II
Activity: Try to apply the constructs to help to define at least one primary task process from your case organisation, using the systems constructs.
Treat this as an inquiring activity, to explore and clarify your selected process. At minimum you should explore the following those constructs highlighted in the table, and describe how each apply in current process, expressed in systems terms:
Construct Your ideas about the application of the construct to a primary task process in your given organisation
Transformation,
What is being transformed?
Measures of Performance
How is the process judged?
What data needs to be gathered to judge when it is not functioning correctly?
Systematics
How systematic is it currently?
Please justify your argument
Client Beneficiaries
Identify the different beneficiary groups?
Use this construct in a rhetorical manner, i.e. explore the effectiveness of the process in serving different client beneficiaries.
Emergence
Can you identify any emergent properties that arise out of its operationalisation?
Hierarchy
Can you start identifying sub-processes using the systems constructs?
Draw one process, and then its sub-processes.
Session 6b: Process modelling for Information Systems Management III
You might notice that in Digital Transformation, the study of an organizational process is done first, and then it is possible to identify resources (including information) that it needs. This is because, unlike in other related areas, e.g. computing, we are fundamentally re-designing organisation.
Using a primary task and related processes from your case organisation, undertake the following:
Use a Data Flow Diagram to depict (i) the flows of data through the system, (ii) the data stores that hold data in the system, (iii) the human actions that operate on the data, and (iv) the ‘external entities’ that interact with the system.
What do you see as the technology options for the improvement of that system?
What other optimisations can you identify to improve the current system(s)
What resources does the current system need/what resources does the future system need/what is the difference between the two?
Shortfalls in your inquiry/Shortfalls in the process modelling techniques
Referring to your previous task, explore how difficult you found it. Was it easy, or difficult? Did you have sufficient detail about the process? Do you need to develop better or different process modeling? If so, why not explore how to make better inquiry using different techniques. Identify a more suitable technique and say why it is relevant/appropriate…
Session 7: Digital Transformation of Customer-side Processes
As far as you can, map out one or more customer side processes in your organisation? Identify the ‘problems’ and ‘issues’ within these processes?
Do you think that any of the following technologies (or the way they are currently applied) can help to change the way the processes operate?
(i) Apply Paid Search;
(ii) Re-evaluation of create web content for greater ‘hits’ and appeal;
(iii) Social media marketing?;
(iv) Email marketing;
(v) A customer relationship management application (CRM).
Justify your arguments below.
Sessions 8-14: Developing a prototype
Using your developing technical knowledge, apply one or more technologies, to develop a small prototype for a digital transformation and/or data analytics project, for your client organisation. You can use one or more of ‘customer side technologies’, wordpress, caspio, tableau, qlik, a blockchain API or related technologies. Please feel free to use the technology that you think will bring strategic advantage to your client organisation.
Insert a number of screenshots of your protptype. Include more pages if you want to.
Session 15a: Blockchain
How do you think blockchain might affect your client organization, now or in the future.
Session 15b: Digital Trends
How do you think Digital trends will affect your client organization, now or in the future?
Session 16: A project Plan
Outline the key WBS of a project to implement your project.
Appendix 1: Assessment grading guidance on the workbook
Guidelines on Assessment Grading of this workbook.
Excellent
Excellent introductory awareness of a Systems Based approach to Information Systems change.
Excellent depth and attention to detail, sufficient for practical application.
Excellent flow in which conclusions of one part of the application of the methods, flowed well into the next.
Excellent awareness of related concepts, theory or literature.
Excellent awareness of the implications of the methods at a personal level.
Excellent conclusions drawn which considered the generalisable issues.
Very good
Shows good awareness of a Systems Approach
Showed good depth and attention to detail, sufficient for some areas of practice.
Good flow and structure, with corresponding application of methods and arguments.
Evidence and awareness of some related concepts, theory or literature.
Good awareness of the implications of the methods at a personal level.
Some generalisable conclusions were drawn.
Good
Awareness of a Systems Approach but with errors or ambiguities
Some useful detail, demonstrating some useful application to practice,
Appropriate structure, although the integration of argument/methods would improve the plausibility of conclusions drawn.
Some awareness of related concepts, theory or literature.
Implications at a personal level were evident, although needs expansion.
Generalisable conclusions were evidenced although needs more attention in the piece.
In need of further attention
A Systems approach was not used well / there were errors in the use of the systems approach
Pockets of detail, which may be useful in practice with a little more attention to detail.
Flow and structure, and the logic of the argument was rather weak.
Limited awareness of the concepts, theory or related literature, which inhibited the effectiveness of the piece.
Implications at a personal level was evidenced in pockets.
Generalisable conclusions were rather too implicit or lacked sufficient detail.
Not good
Inadequate use of Systems ideas/poor understanding of them.
Rather weak on detail/depth and thus most of the work is impractical.
Rather little evidence of a logical structure and as a result a rather weak flow of argument.
Weak understanding of related concepts, theory or literature.
Rather weak implications at a personal level.
Weak conclusions were drawn.
Appendix 2: Areas of required change
Use the following sheets to document the areas that you see as required change in your client organisation and/or yourself in achieving the changes. Duplicate them if needed.
Area that you think needs to be changed Justification
Area that you think needs to be changed Justification