Transformation Toolkit
Part 5: Transformation Plan

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Create A Transformation Map

Categorize the different outcomes we want to achieve under the headings that best fit.
Our Transformation Map
Refine existing work management systems
Improve the service experience
Manage the knowledge discovery process
Balance demand and capacity
Address sources of dissatisfaction and other motivations for change
Pursue fitness for purpose

Choose what category our outcomes fit into

The categories in this table help us see how the outcomes we want to implement will improve our organization from all angles. They increase in scope category-by-category, starting with improving the work management systems that have today in "Refine existing work management systems," to higher levels of concern like creating clarity around our market and strategy in "Pursue fitness for purpose."

1. Refine existing work management systems

Organize outcomes that relate to day-to-day work management.
Example questions that examine the work management systems:
Are we using the right tools?
Do we have the documentation we need?
Do we have the right meetings in place and are they happening frequently enough?

2. Improve the service experience

Organize outcomes related to improving responsiveness to customers and management of customer expectations.
Is our work system designed to handle the sorts of requests we receive from customers?
Is our work system giving us the right information to be able to communicate with customers?
Is our work system giving us the proper feedback we need to make decisions?

3. Manage the knowledge discovery process

While outcomes related to "Refine existing work management systems" might be related to optimizing how we perform our work, "Manage the knowledge discovery process" is more of a rethink of our overall process.
Example questions that examine the knowledge discovery process:
Does our process help us choose the right initiatives to start?
Are we getting feedback from customers that our work is successfully satisfying their needs?
Do our work activities accomplish their goals? Is shaping helping discovery? Is discovery supporting development?

4. Balance demand and capability

Outcomes related to how customer demand is balanced with the capacity and capability of our delivery system.
Are our teams overburdened with too much work in progress or too many requests?
Are we keeping a balance between how much work we commit to doing, and how much work we complete?
Are we address the right kinds of demand?
Are we investing appropriately in our capability?

5. Address sources of dissatisfaction and other motivations for change

Outcomes here represent resolving issues about customer dissatisfaction, and about internal team frustrations.
Here are some questions we can ask that highlight sources of customer dissatisfaction:
Are we completing new work as fast as customers demand?
Is that speed as consistent as customers expect?
Do we take new requests from customers often enough?
Do we deliver work to customers as frequently as they want?
Are we meeting customers' quality expectations?

6. Pursue fitness for purpose

These outcomes relate to clarifying or redefining our market and our customers. They focus on our mission and who we are as a business.
Why does our team/group/business exist?
Is it clear who our customers are?
Is it clear how we are different from our competitors?
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