Creating a Value Delivery Machine Part 1 of 3: Solutioning for Value
Creating a Value Delivery Machine
Creating a Value Delivery Machine — Series I have a confession to make. I do not love ‘process’. Nor do I love enterprise tooling. I am ambivalent about both. While either, or both in combination, provide clarity, consistency, insight, and alignment on common efforts across complex organizations and even more complex workflows, they also cause inflexibility and represent both a development and an ongoing maintenance investment. These days, when developing operations or programs to deliver operational changes, my obsession is in delivering value. In order to deliver value we need to understand the entire ecosystem and the full set of implications, good and bad, for any delivered solution.
Solutioning for Value
As a young program manager I had the luxury of setting up programs simply focused on designing and building to outcome expectations. The work was challenging and complex, but had a clear end state. As I progressed through my career as I took on new roles, I was organically introduced to the broader organizational ecosystem in which a program lives. In turn, I have served as a program portfolio owner, change manager, operations owner, transformation leader, strategist and organization leader. In those roles I became intimately familiar with the entire spine for creating operational value.
In this series we tackle the framework for organizational improvement by identifying and delivering the highest possible value through planned organizational efforts. Our discussion has three parts:
- Solutioning for value — Defining the gap between current state and our business model needs and then designing the solution that yields the highest value to the organization.
- Framing the delivery programs — Designing and resourcing the program or programs that will deliver that solution.
- Guiding organizations through change — Dealing with the human side of the equation to ensure that the organization is ready to receive the solution and that we hit our adoption targets.
This effort covers the last three steps in the value delivery spine — defining, designing and delivering solutions.
