1.
Extended Business
Model Canvas
Business Agility, extended
Kurt Cotoaga
February, 9th
2021

2.
Kurt Cotoaga (CGI) Pivots towards Business Agility…
2
Evolutionary algorithms
for np-hard problems
Quant
Research
Assistant
Large financial web-
portals and market
information systems for
banks and media
Fool
Product
Manager
XP, the agile manifesto and
a lot of luck opened a path
from team, via program
towards the portfolio
Learner
SME
SPC, RTE, LPM, CLP,
PSM I
Business Value Artist
Digital Evangelist
Consultant
?

3.
3
Working Agreement #gerneperDu
English slides
just because
they are simpler
to share
Switch on your
web cam and
unmute – be
present
Assume positive
intent from
everybody and
enjoy
Think loud, feel
free to interrupt,
give feedback
This is a
Workshop!

4.
4

5.
5
Some numbers on CGI Inc.
People trained: 15.000 +
people trained in scrum
and scaling in last 3 years
Over 125 agile @ scale
engagements in the last
two years
Launched over
1.750 scrum teams
in the last two years
Over 15 large scale
transformations ($150m) in
the last 3 years
CGI coaches have an
average of 19-month
tenure at clients
Big ($1.2b) agile
transformations

6.
6
Very few enterprise-wide agile transformations are going well
Those who aren’t doing well, are not talking about
it for obvious reasons – it’s not going well..
… Those who are successful, are not talking about it either –
because lean agile has become a huge competitive advantage

7.
When we examine corporations, we usually find this combination
7
Daily Stand Ups
JIRA
Tablets
Digital
Theater
in Ivory Silos
Factory style local workshop optimization from the steel age
Silos and management paradigm from
the age of mass production

8.
8
Impediments on unleashing the power of Lean and Agile at scale
orthodox contracting
connecting to portfolio & vision
broken CE/CI/CD pipeline
frameworks help scaling beyond single teams but…

9.
Workshop Goals – Extended Business Model Canvas (EBMC)
Get a new tool, understand it, learn how to use in your context…
Application
• Use Cases
• Limitations
• Application
Foundation
• Multi Loop Learning
• Perspectives
• Language
EBMC
• Flow of Business Value
• Design Thinking
• Value Streams
• Strategy
• Technical Debt

10.
10
Perspectives – an old source for philosophical debates…
Ludwig
Wittgenstein
(1889-1951)
True True
Truth

11.
11
Design Thinking (DT) – Double Diamond
Discover Define Ideate Prototype Test
Understand the
problem
Design the right
solution
Insights Ideas Reality
Divergent Convergent Divergent Convergent
Desirable
Feasible
Viable
Sustainable

12.
12
Why DT?
Because the
Spice Must Flow…
Paul Atreides

13.
13
Porters Value Chain – Economies of Scale (orthodox)
Human Resource Management
Infrastructure
Procurement
Technology Development
Inbound
Logistics
Operations
Outbound
Logistics
Marketing
and
Sales
Service
M
a
r
g
i
n
M
a
r
g
i
n
Primary Activities
Support
Activities

14.
14
Value Streams – Economies of Flow for Business Value (orthodox)
Value Stream
Throughput Inventory OpEx
Dead-end X
Cashflow
https://amzn.to/3mFfrfM

15.
15
Business Value (VUCA Version) : get new code in production…
Dead-end
Value Stream
New Code in
Production

16.
16
Value Stream Forces
Dead-end
Disruption
Value Stream
Planned
Operation
Unplanned
Evolution
Business
Agility
Technical Debt
Action
(self controlled)
Reaction
(triggers outside)

17.
17
Value Stream analysis via Business Model Canvas
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key Resources
Customer
Relationships
Channels
Value Stream
#pull
#push
https://amzn.to/2Vq0jYL

18.
18
Value Proposition Canvas
Customer
Segment
Value Proposition
Gain Creator
Pain Relief
Products
&
Services
Pain
Gain
Jobs
https://amzn.to/3gasnI8

19.
19
Let’s take a look at the Movie Theater Business Model

20.
20
The Business Model Canvas Revisited (Movie Theaters)
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key Resources
Customer
Relationships
Channels
Value Stream

21.
21
Let’s take a look at the Broadcasting Business Model

22.
22
The Business Model Canvas Revisited (TV Broadcasting)
22
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key Resources
Customer
Relationships
Channels

23.
23
Linking Value Streams to Business Models
Value Stream
D
e
v
e
l
o
p
m
e
n
t
V
a
l
u
e
S
t
r
e
a
m
D
e
v
e
l
o
p
m
e
n
t
V
a
l
u
e
S
t
r
e
a
m
#evolve

24.
24
Link Portfolio to Program
Link Reality to Expectation
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key
Resources
Customer
Relationships
Channels
Technical Debt
Contribution to Strategy
Value
Proposition
Gain Creator
Pain Relief
Products
&
Services
Customer
Segment
Pain
Gain
Jobs
Value creation (single point in time)
V
a
l
u
e
e
v
o
l
u
t
i
o
n
(
b
u
s
i
n
e
s
s
a
g
i
l
i
t
y
)

25.
25
The Extended Business Model Canvas
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key Resources
Customer
Relationships
Channels
Contribution to Strategy
Technical Debt

26.
26
Link Portfolio to Program
Link Reality to Expectation
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key
Resources
Customer
Relationships
Channels
Technical Debt
Contribution to Strategy

27.
27
27
Strategy – an inflationary used term
Carl von Clausewitz (Karl Wilhelm Wach around 1818)
War is the realm of uncertainty; three quarters of the
factors on which action in war is based are wrapped in
a fog of greater or lesser uncertainty. A sensitive and
discriminating judgment is called for; a skilled
intelligence to scent out the truth.
“
Keiretsu
https://en.wikipedia.org/wiki/Keiretsu

28.
28
Visionary Leader
Rally the change coalition towards
a desirable future – be pulled
positively in a direction

29.
29
Burning Platform
Be pushed away from an undesirable
state – structured retreat towards the
unknown future…

30.
A simplified approach
Richard Rumelt outlines a strategy model
that is excelling through its simplicity.
30
https://amzn.to/38dDPiM
Focus
Guardrails
Initiatives

31.
A simplified approach
Richard Rumelt outlines a strategy model
that is excelling through its simplicity.
The strategy “kernel” has three layers.
31
Focus
Guardrails
Initiatives
#diagnosis
ACME
Corporate
Strategy
#guiding policies
Principles
#coherent actions
Epics and Features
Connects:
• The strategic planning silo
• The orthodox methodology ivory tower
• The program and portfolio management

32.
32
Technical Debt (do not be too strict)

33.
Technology Debt Quadrants
The term was introduced by Ward Cunningham
back in 1992 but got famous through
Martin Fowler’s work on refactoring and his
technical debt quadrants from 2003.
33
Intentional Unintentional
Prudent
Reckless
https://martinfowler.com/
bliki/TechnicalDebtQuadrant.html
directed chaotic

34.
Technology Debt Playground
The term was introduced by Ward Cunningham
back in 1992 but got famous through
Martin Fowler’s work on refactoring and his
technical debt quadrants from 2003.
However, the definition of the term evolves and there
are new fresh thoughts on this topic, as from
Matt Warcholinski…
34
Intentional
Technical
Intentional
Organizational
Unintentional
Technical
Unintentional
Organizational
Prudent
Reckless
https://brainhub.eu/
blog/how-to-deal-with-technical-debt/
directed chaotic

35.
Technology Debt Legacy Playground
The term was introduced by Ward Cunningham
back in 1992 but got famous through
Martin Fowler’s work on refactoring and his
technical debt quadrants from 2003.
However, the definition of the term evolves and there
are new fresh thoughts on this topic, as e.g. from
Matt Warcholinski…
Now let‘s mix it together to spice it up!
…if you still have no idea where to start,
add Legacy as a general area to put in first stickies.
35
Intentional
Technical
Intentional
Organizational
Unintentional
Technical
Unintentional
Organizational
Prudent
Reckless
Legacy
directed chaotic

36.
Strategy Technology Debt Canvas
36
Intentional
Technical
Intentional
Organizational
Unintentional
Technical
Unintentional
Organizational
Legacy
Reckless
Focus
Guardrails
Initiatives
directed chaotic

37.
Use Case: The Corona Warning App
37
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key Resources
Customer
Relationships
Channels
Technical Debt
Contribution to Strategy
Population
RKI
Identification of
unknown chains
of infection
Access to
the test
Information
about the risk
App Store
Play Store
Media (additional)
Budget
App Developer
Hotline
Community
Management
Virology
Lawyers
Development
Operations
Ongoing
enhancements
Apple
Google
RKI
20 (70)
Reduce
further
spreading
Distance and
hygiene
Test
strategy
1,5 Meter
Tape
Masks
Tests
Vacine
one centralized
approach for the
app
Data protection
concerns

38.
Strategy Technology Debt Canvas
38
Intentional
Technical
Intentional
Organizational
Unintentional
Technical
Unintentional
Organizational
Legacy
Reckless
Focus
Guardrails
Initiatives
directed chaotic
one centralized
approach for the
app
Data protection
concerns
Reduce
further
spreading Distance and
hygiene
Test
strategy
1,5 Meter
Tape
Tests
Vacine

39.
Extended Business Model Canvas (EBMC)
Avoid best practices for new
situations.
Try the Extended Business Model
Canvas as a starting point for business
agility and partnership between business
and IT.
Try stress testing the model by shifting
or disabling boxes.
Explore empty or full boxes.
Avoid the urge to come up with quick
solutions…
39
Cost Structure Revenue Streams
Value Proposition
Customer
Segments
Key
Partners
Key Activities
Key
Resources
Customer
Relationships
Channels
Contribution to Strategy
Technical Debt

40.
Strategy Technology Debt Canvas
Avoid to fill the strategy by the LPM
team, let the IT start
Try the other way for the technical debt.
Explore your recent retro boards for
input for the technical debt.
Try to run at least two cycles.
Avoid the urge to come up with quick
solutions…
40
Intentional
Technical
Intentional
Organization
al
Unintentiona
l
Technical
Unintentiona
l
Organization
al
Legacy
Reckless
Focus
Guardrails
Initiatives

41.
The perception of Business Value on all organizational levels
is essential to balance exploration, creation, and delivery,
which is crucial for thriving in the Digital Age.
Kurt Cotoaga
Digitalization Evangelist,
Business Value Artist
Scaled Lean-Agile Coach
kurt.cotoaga@cgi.com
+49 162 4314289
linkedin.com/in/kurtcotoaga/
@Kydroon