SUMMARY

GUIDE

©
Hélio Costa April . 2022

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FLEKS MODEL SUMMARY GUIDE

INTRODUCTION

PURPOSE OF THE GUIDE

The purpose of this summary guide is to explain, in brief words, what the FLEKS Model is, since
the full guide is available for practitioners to understand how to implement it using the best
practices when adopting lean and hybrid approaches to manage Business Transformation
initiatives and Operations.

ACKNOWLEDGEMENTS

The FLEKS Model is based on different sources, such as standards, frameworks, bodies of
knowledge and other models available in the literature and on the market. The model was
created based on empiricism, and as will be noted, some original names from the sources
cited above have been changed, processes and roles adapted, and a different approach has
emerged. FLEKS is ready to be used and to evolve through new experiences by practitioners.

DEFINITION OF THE FLEKS MODEL

FLEKS is a lean hybrid model to manage Business Transformations and Operations initiatives
which allow for fast adaptation to context changes, and sustainable value creation flow.

Initiative is to be understood as a project, a program, a portfolio, or a process, running to

execute a continuous service.

The idea behind the FLEKS Model is to make the most from Lean
Management, Predictive and Adaptive Approaches in order to
deliver value and manage organizations. Lean Management
contributes towards process optimization and waste
reduction. Predictive Approach provides predictability
for the organization and its stakeholders, whereas
Adaptive Approach adds lightness and adaptability.
When used together, they provide an optimized,
controlled, and flexible environment for achieving
organizational goals.

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MANAGEMENT
APPROACHES

LEAN MANAGEMENT

Lean Management is a philosophy of work made up of a set of principles, practices and tools
which aims to lead people with respect, minimize waste, optimize processes, cut costs, and
increase quality, creating a sustainable value flow for all stakeholders.

Lean has its roots in manufacturing, but its concepts, principles and tools can also be applied
to other business processes such as finance, marketing, human resources, and many others.
This adaptation is known as Lean Office.

PREDICTIVE APPROACH

A Predictive Approach to manage initiatives is usually used when there is a clear or almost
clear definition of what must be done, and the product or service has a certain degree of
stability. In this context, there are known procedures and good practices that have proved
successful on previous similar situations. Therefore, it is possible to develop plans and a
future position is expected to be reached.

ADAPTIVE APPROACH

An Adaptive Approach is suitable when there is great uncertainty about what must be done
and therefore, long term plans are inappropriate. In initiatives in which frequent feedbacks
from the stakeholders are necessary to develop a product or a service, the better way to go
about it is to choose an empirical model and work iteratively. This approach is characterized
as being an iterative and incremental value creation process.

HYBRID APPROACH

A Hybrid Approach occurs when organizations and teams apply Predictive and Adaptive
Approaches simultaneously in order to develop products and manage projects, programs, and

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portfolios. In the FLEKS Model perspective, a Hybrid Approach is not a transition step which
organizations go through as they move from Predictive to Adaptive Approach. Also, a Hybrid
Approach is not the intersection between Adaptive and Predictive, but their combination.

A Hybrid Approach can provide potential improvements in managing initiatives;

in other words, it can provide the same benefits commensurate with Predictive
Approaches, at the same time benefiting from Adaptive Approaches. The result from
a Hybrid Approach is a more robust and flexible process since it creates a more
powerful environment in the organization, capable of dealing with any context.

In a hybrid environment, all techniques, tools, and practices cited earlier can be applied
or adapted. An organization trying to adopt a Hybrid Approach must bear in mind that a
different behavior needs to be developed, rather than those applying only a Predictive or
Adaptive Approach.

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#BEFLEKS

To manage a business successfully, the FLEKS Model adopts four truths considered
fundamental for its implementation. A specific Leadership Philosophy was developed to help
teams to grow and achieve goals. Also, a Mindset and Principles were defined to guide the
behavior and manage initiatives.

FLEKS TRUTHS

FLEKS is based on four main truths that compose

the foundation of the model. Everyone trying to
implement the model should have these truths
in mind and develop management actions
based on them.

LEADERSHIP PHILOSOPHY

Ultimately, managers have had the mission of mentoring people in their pursuit of value
delivery; at the end of your day, what really matters is whether you made a difference in
someone’s life or not. Therefore, FLEKS Leadership Philosophy is based on how someone
should act in order to conduct people to fulfill the organization’s purpose and needs as well
as help them to improve their own lives.

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MINDSET

To apply the FLEKS Model properly, it is highly recommended that the whole organization,
teams, and stakeholders have their mindset firmly established, to create a powerful
environment for value creation.

MANAGEMENT PRINCIPLES

Management, at the most fundamental level, is a discipline that consists of a set of different
skills and knowledge that someone holds and applies to reach previously defined goals.
Management Principles are broad guidelines for managerial decision-making and behaviors.
The FLEKS Model has some principles considered sine qua non in order to create value and
achieve goals.

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VALUE MANAGEMENT

The FLEKS Model is focused on continuous and sustainable value creation flow. Therefore,
it is highly recommended to understand how value is defined and how to measure it, both
quantitatively and qualitatively.

The first step is to observe the difference between OUTPUT, OUTCOME, BENEFIT and VALUE.

z OUTPUT: is a product or a service created by a project or a process.

z OUTCOME: is the result of the change derived from using the output.

z BENEFIT: is a measurable improvement created by the outcome.

z VALUE: is the relationship between the benefit and the total cost invested towards
creating the benefit.

THE VALUE CYCLE

Value has a management cycle, and as such, it requires

cooperation from the whole organization and from
the teams in order to be adequately dealt with.
The cycle is divided into four different stages, as
shown on the image. It is important to mention
that this cycle must be managed for the whole
organization, as a combination of its business
processes, projects, programs, or portfolios.

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THE FLEKS MODEL

The FLEKS Model has value at its core. The model comprises four different blocks and four
management events. FLEKS was created to be as flexible as possible and be compatible with
any industry and business size since it can be completely tailored.

z ORGANIZATION: responsible for the organization’s strategic management.

z VALUE MANAGEMENT OFFICE: responsible for managing the value creation flow
and the integration of the Business Transformation and The Business Operations
initiatives.

z BUSINESS TRANSFORMATION: responsible for managing initiatives to change the

business through the development of products and services requested by customers
or Business Operations.

z BUSINESS OPERATIONS: responsible for running the business at different levels

by means of continuous processes, ranging from manufacturing to administrative
activities.

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z MANAGEMENT EVENTS: used by managers or teams from any level of Business

Transformation or Operations to manage initiatives. These events can be used as
needed and must be adapted to different management processes.

To better understand the FLEKS Model, a detailed diagram was created to allow
practitioners to visualize all elements necessary to its implementation. The upper part of
the model represents the Organization and the VMO. The left side represents the Business
Transformational initiatives (Projects, Programs, and Portfolios). The right side displays the
Business Operations initiatives (Business Processes). Finally, in the center, it is displayed the
Management Events that will be used by the managers and teams to create value.

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FLEKS TAILORING

As can be observed, there are several elements in each block and some of them are also
subdivided. FLEKS was developed to be adaptable to any organization, regardless of its
industry or size. It is completely tailorable and can be combined in different ways.

A small startup, for instance, may choose to adopt just the Product Management layer,
the Management Events and one or two business processes working on the Operational
block. Another organization may choose to adopt the VMO as well as the whole Business
Transformation block, and the Management Events. A third one may choose to implement
the Organization, the VMO and the Business Operations blocks. A fourth one may decide
to adopt the Business Analysis, the Project Management, the Product Management, and the
Management Events.

The tailoring process must be thought of as a means to supply the organization’s needs
according to its priority. The implementation can be carried out in steps, aggregating different
blocks until a final FLEKS configuration is reached. FLEKS events and blocks themselves can
be used as enablers for the implementation process.

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THE ORGANIZATION

The Organization block comprises ten elements which define the existence of the organization
within society and the context in which it stands. It is worth noting that each organization
may contain other elements within this group, if necessary.

z PURPOSE: represents the WHY. Its main characteristic is to be something which is

inspiring and significant to all that are part of it. A well-defined purpose empowers
people to produce real impact in the world.

z MISSION: corresponds to HOW the organization will act in order to achieve its
purpose and the value created for its ecosystem. The mission remains throughout
time, although adaptation may occur in the face of changes in the market.

z VISION: defines the direction WHERE the organization wants to be in a future time.
Vision creates an image in which everyone must be focused in order to guide the
efforts and achieve the mission.

z VALUES: represent beliefs that guide the way a person or group acts, behaves, and
makes decisions. Values function as a set of rules to be consciously followed by
everyone taking part in an organization.

z CULTURE: represents the underlying beliefs, knowledge, values, customs, rules,

attitudes, behaviors, and ways of interacting that create a unique social environment
for the organization.

z ARCHITECTURE: defines the roles and responsibilities related to decision-making as

well as reporting lines in the organization for management purposes.

z SUSTAINABILITY: it is essential that the organizational strategy be aligned and tied to

factors which generate positive social, environmental and/or economic impacts, in a
balanced manner.

z STRATEGY: it is a structured method which guides the whole organization to follow

the same direction.

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z GOALS: they are future points in time which we wish to achieve. Very much like
vision, this is a specific and concise statement, which guides actions in the whole
organization or of a team.

z CHANGE MANAGEMENT: a set of processes and tools to manage the personal side of
the change from a current state to a new future state, in order to achieve the results
expected by the implementation of change.

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VALUE MANAGEMENT
OFFICE

The VMO is a strategic organizational structure responsible for coordinating and maintaining
a sustainable value creation flow. Based on organizational identity, on the defined strategy
and on strategic goals, the VMO is responsible for integrating the Business Transformation
and Business Operations initiatives by defining processes that optimize the way to deliver
value to stakeholders in a continuous flow.

z VALUE GOVERNANCE: a set of processes, responsibilities, and the technology

necessary to support people and the processes to create the desired value for the
organization and for its stakeholders.

z RISK MANAGEMENT: a set of processes to manage uncertainties that may cause

impact to the organization’s goals.

z INDICATORS: it is important that effective indicators be defined, for they assist the
decision-making process and allow the visualization of the need for change or for
maintaining procedures or attitudes.

z OBJECTIVES AND KEY RESULTS: used to develop shorter-term strategies that are
more flexible in view of uncertainties allowing quicker adaptation, continuous result
assessment and a more efficient risk management.

z INITIATIVES SELECTION: the process to select initiatives for Business Operations and
Business Transformation that best fit the results for the organization.

z WISDOM MANAGEMENT: a systematic process that is supported by an organization’s

culture, policies and guidelines aiming to take ownership of the existing knowledge
(external and internal) as a competitive edge and create value sustainably.

VALUE INTEGRATION CYCLES

It is paramount for organizations and teams to understand the value creation cycles both
for Business Transformation and Business Operations. The image below summarizes these

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cycles. The steps listed are just suggestions and can be adapted, but they represent a big
picture of what must be done.

z PLAN: is the procedural step, where required actions and documentation are created
to ensure a successful initiative completion according to defined goals.

z BUILD: all necessary actions to develop a product or a service according to specific

requirements and defined acceptance criteria.

z VALIDATE: the assurance that a product or service meets the needs of a customer or
of other stakeholders.

z HANDOVER: all actions necessary to finalize the initiative or its phases including the
transition and responsibilities for those who will maintain and operate the product
or service.

z DEPLOY: all steps and activities required to make a product or a service available to
its intended users.

z SUSTAIN: to maintain the product or service operating according to its purpose.

z MEASURE: the act of assessing how effective and efficient a product or a process is
related to its purpose.

z IMPROVE: the proactive task of identifying, analyzing, and changing a product, a

service, or a process in order to reach better results.

If the product or service being created by the Business Transformation block is to be operated
by the organization itself, it is necessary to integrate both cycles. Likewise, if after the
operation the Business Operations cycle needs a project to change the product or the service,
this demand is transferred to the Business Transformation cycle. The INTEGRATE square in
the center of the figure is the step necessary to guarantee all information is being transferred
from one side of the cycle to the other.

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BUSINESS
TRANSFORMATION
OVERVIEW

The Business Transformation block is responsible for managing initiatives that will develop
products and services for the organization and/or its customers. This is made by four
different layers and roles responsible for acting on each layer, which work in a collaborative
and interdependent way. The layers are: Business Analysis, Portfolio/Program Management,
Project Management, and Product Management.

Those responsible for each layer should always have sustainability factors in mind during
their management processes, as well as considering the concepts, tools, and practices from
Lean and Hybrid Management, adapting the processes, indicators, and artifacts aiming to
maximize the value creation flow.

BUSINESS ANALYSIS

This layer is responsible for understanding the need for the initiative, creating a technical
solution, and analyzing the economic feasibility for the initiatives. The Business Analyst is
responsible for this layer but is not the only one to execute the events planned for it. On the
contrary, he/she can and must be advised by any team member, especially those responsible
for management tasks or specialists, who can contribute with their abilities and expertise.
This layer works closely with the VMO and the other management layers, for it provides
important information for running the initiatives, such as high-level estimates.

PORTFOLIO/PROGRAM MANAGEMENT LAYER

This layer is responsible for coordinating the value delivery flow of the initiatives defined to
create value. The Portfolio/Program Managers are responsible for this layer. The reasoning for
managing a Portfolio and/or a Program in the FLEKS Model is the same and all Management
Events are the same but adapted for each context. While the Portfolio Management deals

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with all initiatives, the Program Management is responsible only for the initiatives under its
oversight. The aim of this layer is to enable, as coherently as possible, the sequence in which
the initiatives will be performed according to need, the interdependencies, and the available
resources.

PROJECT MANAGEMENT LAYER

This layer is responsible for planning the project execution and control. The main objective
is to detail the information provided by the Business Analysis and developing plans to
provide necessary degree of predictability for the project development. The Project Manager
is accountable for this layer, but he/she can be assisted by the Product Manager or by
specialists, who can contribute through their abilities with their expertise.

PRODUCT MANAGEMENT LAYER

This layer is responsible for developing or adapting the agreed product or service defined
for the project. One must bear in mind that the scope of an initiative may be somehow
defined but, in some cases, not in its entirety and can be adapted to future events throughout
the project, through occasional needs or a change required by a stakeholder. The person
responsible for this layer is the Product Manager, working closely with the Delivery Team.

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BUSINESS OPERATIONS
OVERVIEW

The Business Operations block manages initiatives that run Business Processes responsible
for sustaining products and services for the organization and/or its customers. This block is
made up of three different layers and roles responsible for acting on each layer, which work
in a collaborative and interdependent way. The layers are: Strategic, Tactical and Operational.

The Strategic layer set the course of organization defining what must be done. The Tactical
layer deals with how things will get done. Finally, the Operational layer makes decisions to run
the organization each and every day executing what and how things were planned to be done.

The FLEKS Model can be tailored to any organization size and industry. All three layers can
be present, only the Tactical and Operational layers or only the Operational layer. Depending
on this configuration, the level of planning and management are different as well as the
integration process. The layers are complimentary and interdependent, but differing on
complexity, type of decision, and coverage.

The roles responsible for each layer should always have in mind sustainability factors during
their management processes, as well as considering the concepts, tools, and practices
from Lean Manufacturing and/or Lean Office, as well as Hybrid Management, adapting the
processes, indicators, and artifacts aiming to maximize the value creation flow.

STRATEGIC LAYER

This layer is the highest management level in the Business Operations block. It is responsible
for understanding strategic organization needs, making high-stake decisions, developing
initiatives, and ensuring the day-to-day operations is aligned and contribute for achieving
strategic goals. Strategic Managers are responsible for this layer but are not the only ones to
execute the events planned for it. On the contrary, they can and must be advised by any team
member, or specialists, who can contribute with their abilities and expertise. This layer works
closely with the CEO and with the VMO, for they provide important information for running

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the initiatives, such as integrations with the Business Transformation block. Examples of
Strategic Managers are the CFO, CTO, CIO, among others.

TACTICAL LAYER

This layer is responsible for supporting strategic plans by translating them into specific plans
relevant to different areas of the organization. Tactical Managers are responsible for this
layer. Tactical plans are more detailed and narrowed in scope than strategic plans. They are
concerned with creating a bridge between them and lower-level departments to fulfill their
parts of the strategic plan.

OPERATIONAL LAYER

This layer sits at the bottom of the Business Operations block. It is responsible for running
the processes planned by upper layers. The planning and execution activities are made by
the Operational Manager together with the Delivery Team. All operational plans are focused
on specific procedures and processes that occur within the lowest levels of the organization.
The Delivery Team is responsible for the daily job that makes the value flow be executed
according to the plans.

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ESTIMATES, TIMEBOXES
AND TOOLS

ESTIMATES FOR BUSINESS TRANSFORMATION

Predictive approaches tend to apply quantitative measures of time, costs, risks, quality,
and other parameters to create plans and gain predictability. On the other hand, adaptive
approaches advocate that estimates are always uncertain, especially in an empirical
environment. Both measures are valid, but it is important to bear in mind they are not
exclusive and can be used combined, for the sake of the initiative.

During Business Analysis, Portfolio/Program Planning, as well as in Project Planning,

estimates are usually quantitative and defined by analogy with similar initiatives or specialist
estimates. On the Product Management layer, quantitative or qualitative estimates may be
used, depending on whether the product or service to be developed has a more predictive or
more exploratory character.

ESTIMATES FOR BUSINESS OPERATIONS

Estimates in a Business Operations environment follow the same reasoning than in Business
Transformation block. In the Strategic and Tactical Management layers, estimates tend to be
quantitative since they are made to provide predictability for several stakeholders. On the
other hand, as there is no iteration, and the work is done in a continuous flow, and therefore
there is no need to create a schedule or a roadmap. Thus, the Operational Delivery Team,
usually do not need to estimate the duration for activities. But, if necessary, they can do it
both qualitatively or qualitetively.

TIMEBOXES

A Timebox is a time period in which an activity is performed and aims to generate one or
more value artifacts or increments. Due to the wide diversity of events and the model’s lean
hybrid feature, some events do not possess a defined timebox. All other events like planning,
coordination, review, and retrospective meetings must be adapted to the projects/programs/

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portfolio and operation’s needs. They are defined by the respective manager and his/her team
according to the context. Factors such as the initiative size, complexity, level of uncertainty
and team capacity should be considered.

SUPPORTING TOOLS

Each organization can choose the suitable tools to implement the different events suggested
by the model. However, there is a guide with many canvases that may help practitioners to
implement such events.

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CONCLUSION

The FLEKS Model allows any organization to implement a flexible but effective business
model to achieve goals and fulfill its mission. By means of simple, customizable, but effective
processes, supported by tools and guidelines, the model integrates several concepts that
usually appear separately in the literature and that turn them into a single body of knowledge.

The integrated view of Business Transformation and Operations supported by the Value
Management Office turns FLEKS into a one-of-a-kind model enabling its use in any
organization, regardless of its size or industry.

FLEKS was developed for you and your teams. My goal is to change the way businesses are
managed, helping organizations and practitioners to improve their value creation flow.

If you liked this Summary Guide and want to learn more about the FLEKS Model, download
the full guide in our website clicking here: www.fleksmodel.com.

Best wishes and #befleks

HELIO COSTA – FLEKS MODEL DEVELOPER

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