4Dimensions™ Transformation Framework Purpose: Facilitation and mapping of content in transformations by describing related business dynamics across the

ing related business dynamics across the organisation Created by Ken Martin

CUSTOMER PERSPECTIVE: See things from a customer perspective! MANAGEMENT: Describes how management controls business PRODUCTION: Describes what’s happening when producing goods
JOURNEY GOVERNANCE SERVICES
PLATFORM

Concerned with all touch points where business interacts with customer Describes how to manage the business described by business model Refers to business transforming an input to an output
BRAND VALUE NETWORK INFORMATION LEADERSHIP BUSINESS MODEL ROLES INFRASTRUCTURE COMPETENCIES
The customer perception How value is delivered How the company can The digital space, It is guiding and With change & Production roles are The equipment Competence is the
(brand) of the value to the customer (or maximize value through customer generated motivating staff to complexity there is defined by the value needed for producing holistic skill set of an
delivered by the business partner) is through a touch points content is a key driver for execute their roles need for agility chain & business mode the services individual
user story disruption

TARGET - Manages the overall direction of the transformation DESIGN: Provides the right resources & competencies for change ENABLE: How next business themes developed & how transitioned
INNOVATE SPECIFY PACK
PLANNING

Make changes in something by introducing new methods, ideas, or services Describe as-is, to-be and gap between the two for Assets & Controls Defines t work packages for the subsequent development projects
MITIGATE SCOPE MODULISE VERIFY INTEGRATE PRIORITISE TEST CONTRACT TRANSITION
Reduce failure impact the gap between the to- To modulise is to group the investigate if planned Make modules & Decide which services Verify that the work Create agreement with Implement changes
failure - challenges, be and as-is settings and production of services services are usable & if services interact to be available to the packages are suppliers for transition in business platform
disruption, resistance controls of the assets distinctively fulfil the customers needs with each other customers delivered as agreed inside and outside firm from as-is to to-be

BEHAVIOUR: Behaviour is used here as the behaviour at the work place QUALIFICATION: What is the mental capacity & the education EXPERIENCE: Throughout career we will learn new things each day
INTERACTION EDUCATION LEARNING
How someone relates & communicates in a specific work-oriented situation An individual’s learning in schools, universities and training programs Knowledge on what to do & not to do based on previous experience
PEOPLE

SITUATION CULTURE AMBITION INDUSTRY TRADITION INTELLECT POSITION RELATIONS OBJECTIVES

Daily incidents where Beliefs & behaviours that Ambition is a powerful Individuals grasp of an The behaviour imposed The individual’s Roles in with a precise Lets individual access Goals which an
someone will react on directs how a transform team desire to achieve industry’s business by culture in society of mental ability to description of roles other’s competences individual must
external input interact with each other objectives environment an ethnic group solve problems & responsibilities when executing a job achieve
AS IS. -----------------> CHANGE TO BE (1) -----------------à CHANGE TO BE (n) -----------------à

The Process Dimension, will tie the three other dimensions together Follow same script in each workshop, with a reusable work package structure Each Agile sprint will create a new generation of Business Platform
PROCESS

THE 5 DISCIPLINES: This dimension contains 5 Disciplines. They represent the necessary skills to master the Business Transformation. All Disciplines are valid for a sprint, and they must be exercised as a part of the sprint.
ORGANISING TRAINING TRACKING SPECIFYING OPTIMISING
Defining the roles in the new organisation Training in business transformation/technologies 2-way traceability: strategy & scope to deliverables How to get from as-is to to-be Learning to refine business fit and change culture

IDEAS Outside in -> Design Thinking Superior Business Algorithm Service Orientated Business Platform Agile Transformation Plan Separate Change Organisation Process Orientated Change Model
FOCUS Vision and Mission How to beat competition Business Architecture Business Planning Cycle Portfolio Management Solution Design

It is important that the Responsible Senior Executive takes active ownership on ensuring that the deliverables of all the 6 Transformation Principles – the role is active driver in the Transformation Meetings
The mission & vision decided by CEO and the Senior Management will Service Hierarchy & Business Architecture MVS will be determined by CEO will be accountable for and point of Specification of assets & actions will
ROLES

the CEO and approved by board work out Business Algorithm needs Business Architect market, product & customer escalation for issues be delegated to the SME’s

TRANSFORM MANAGER BUSINESS ARCHITECT SOURCING MANAGER TRANSITION MANAGER SUBJECT MATTER EXPERTS WORK PACKAGE OWNER
Leader reports directly to the CEO Design delivery system for value chain Responsible for staffing Transition Process Implements the initiative Expert knowhow how to run business Delivers a Work Package