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Roadmapping 
! 
Tales from the trenches: Using roadmapping for 
collaboration, conflict mitigation and 
visualisation of s...
Tales From the Trenches
In Spite of All the Danger 
Increase the Absorptive capacity 
Make roadmapping more accessible 
(and affordable) 
Increase...
Ticket to Ride 
Focus on 3 
“genres” of 
roadmapping 
With focus on 
Design & Visual 
thinking 
Overview and 
relations 
A...
Focus on 3 
“genres” of 
roadmapping 
With focus on 
Design  Visual 
thinking 
Overview and 
relations 
Agile practices 
S...
Roadmapping stack 
Organisation 
Process 
Method 
Tools 
Bootstrapping Initialisation Execution Implementation Maintenance
Organisation 
Process 
Method 
Tools 
Bootstrapping Initialisation Execution Implementation Maintenance 
Help! 
Key Object...
Within You Without You 
Organisation 
Process 
Method 
Tools 
Key Objectives Learning Points 
-What is skill-building? 
-W...
Key Objectives Learning Points 
-Determine Extra, 
inter- or intra-organisational? 
-Stimulate 
absorptive capacity 
-Stru...
I’m Looking Through You 
Organisation 
Process 
Method 
Tools 
Key Objectives 
-Assess pre-conditions 
-Identify predefine...
Organisation 
Process 
Method 
Tools 
Learning Points 
Bootstrapping Initialisation Execution Implementation Maintenance 
...
Don’t Let Me Down 
POLITIK ØKONOMI SOCIAL TEKNOLOGI JURA 
Nationale instan-ser 
Organisation 
Process 
Method 
Tools 
Key ...
EFFEKTIVISERING  
OPTIMERING 
Hvordan kan corporate ac-tions 
understøttes bedre og 
mere effektivt? 
Hvordan kan Order Ma...
Target2 Securities (T2S) 
Rådgiverens arbejdsplads: Enklere og hurtigere betjening | Flere informationer til rådighed 
Råd...
Flere private inve-storer 
/ slutbruger-handler 
”Digital pa-rathed” 
på 
kundeside 
Sam-produk-tion 
(kunden 
som medska-...
Key Objectives Learning Points 
-Align perspectives 
-Program definition 
-Team-building 
-Common workbench 
-Building up ...
Hold Me Tight 
Organisation 
Process 
Method 
Tools 
'HWWHEDVHOLQHURDGPDSHUSURGXNWHWDIHQLQWHQVLYRJLWHUDWLYSURFHV 
GHUKDUIR...
(QDUEHMGVJUXSSH 
EHVWnHQGHDIUHSU VHQWDQWHUIRU%DQN'DWDRJSHQJHLQVWLWXWWHUQHKDULJHQ 
QHPZRUNVKRSVRJPHGLQSXWIUDHNVWHUQHWHJQHWG...
Key Objectives Learning Points 
-Keep progress 
-Direct focus 
-Single and double 
learning loops 
-Support 
implementatio...
Everybody’s Got Something to 
Hide Except Me and My Monkey 
Organisation 
Process 
Method 
Tools 
Key Objectives Learning ...
Key Objectives Learning Points 
-Increase speed 
-Support workshop 
work-style 
-Lower barriers for 
creation 
-Speed up d...
Technology Intelligence The analysis Technology Roadmapping The communication 
Roadmapping kanvas for_____________________...
Visuel indvirkning 
Hvor attraktiv er visualiseringen 
eller roadmappet? 
Klarhed 
Kræver det en lille 
arbejdsindsats at ...
I Don’t Want to Spoil the Party 
Organisation 
Process 
Method 
Tools 
Key Objectives Learning Points 
-Digital tools 
nee...
Key Objectives Learning Points 
-The Post-it or The 
Pixel - should I? 
-Analog to digital - 
when? 
Organisation 
Process...
Octopus’s Garden 
Regardless of what we discover, we 
must understand and truly believe 
that everyone did the best job th...
Key Objectives Learning Points 
-Facilitation skills are 
of key importance 
to successful 
roadmapping 
-Both ”hard” and ...
A Hard Day’s Night 
Organisation 
Process 
Method 
Tools 
Key Objectives Learning Points 
-Align 
expectations to 
outcome...
Key Objectives Learning Points 
-Workshop as 
collaboration 
backbone 
-High gain - and 
high risk 
-Facilitation as core ...
Lucy in the Sky with Diamonds 
Organisation 
Process 
Method 
Tools 
Key Objectives Learning Points 
-Adoption of 
tools l...
Lucy in the Sky with Diamonds 
Organisation 
Process 
Method 
Tools 
Key Objectives Learning Points 
-Adoption of 
tools l...
Organisation 
Process 
Method 
Tools 
Bootstrapping Initialisation Execution Implementation Maintenance
Organisation 
Process 
Method 
Tools 
Bootstrapping Initialisation Execution Implementation Maintenance
Helter Skelter 
Organisation 
Process 
Method 
Tools 
Key Objectives Learning Points 
-Affordable 
-Highly effective 
-Inc...
Got to Get You into My Life 
BEFORE WALK IN THE PARK THE WALK IN THE PARK AFTER WALK IN THE PARK 
RECRUITMENT  HUMAN FACTO...
Other related initiatives (LEAN etc.) 
Nordea Leadership Values - Nordea team 
Rumours and hear-say 
Past experiences in- ...
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Roadmapping - Tales from the trenches: Using roadmapping for collaboration, conflict mitigation and visualisation of strategic directions

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From the trenches: Using roadmapping for collaboration, conflict mitigation and visualization of strategic directions
A strategic roadmap is a nice thing to have: it shows a strategic design of ambitions, the driving forces and capabilities needed. But the road that leads to this roadmap can be a bumpy ride. This talk will in an informal manner and from a practitioners angle present some of the tools, processes and methods that have proved productive - and disastrous! - in the usage of roadmapping and roadmaps as a platform for collaboration. Including the conflicts and barriers associated with this. Emphasis will be on cases, examples of concrete usages of tools and methods for facilitation and visualization.
Bent Bilstrup spends his days working as a consultant and facilitator at Lakeside - a small danish consultancy firm. He works with clients mainly within the ICT-industry where he facilitates roadmapping processes as a vehicle to engage organizations and companies with their primary stakeholders.

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Roadmapping - Tales from the trenches: Using roadmapping for collaboration, conflict mitigation and visualisation of strategic directions

  1. 1. Roadmapping ! Tales from the trenches: Using roadmapping for collaboration, conflict mitigation and visualisation of strategic directions Bent Bilstrup btb@lakeside.dk
  2. 2. Tales From the Trenches
  3. 3. In Spite of All the Danger Increase the Absorptive capacity Make roadmapping more accessible (and affordable) Increase decision support Democratise the roadmapping process
  4. 4. Ticket to Ride Focus on 3 “genres” of roadmapping With focus on Design & Visual thinking Overview and relations Agile practices Strategy & innovation Strategic planning Product roadmapping Nordic Welfare Model HEALTH DEMOGRAPHIC TRENDS & DRIVERS Scenario #2 Ageing in place THEMES & CAPABILITIES Connecting families Care from a distance Managing everyday life Interdisciplinary Equality of access and services Collaboration between patients and professionals ROADMAP SOCIAL ECONOMICAL TECHNOLOGICAL FRAMEWORK Connectivity Human value added Nordic overall value Ease of use Cost LMÄJPLUJ` The framework must be sensitive to the basic va-lues behind the Nordic welfare model and culture. 4 key perspectives are emphasized in the frame-work to support the development or evaluation of welfare technologies, products or services. “Health” is the overall perspective - meta-level driver - for the introduction and development of welfare technologies and services Dynamics and needs because of changing demo-graphic vectors such as age, mobility, disabilities etc. Maintaining and strengthen the social structures in society in access to public services and private life *OHUNLZPU[OLMUKPUNZJOLTLZHUKHIPSP[`[VÄ- nance service-levels and access to public services New enablers and possibilities due to technological development and innovation Speech recognition - How can speech recognition and speech training technology enable 17 year old Sella to better manage her life? Can she continue and take charge of her own education? Technologies of understanding - Will Anja (age 51) be better prepared and more comfortable with her upcoming hip-surgery because of much improved access to information-sources about her situation? A web based ulcer record for collaboration - How can Robert (35) manage is job while being hospitalized at home and still keep in contact with numerous specialists, home care and his GP? Using remote control for watching television - Sound like a trivial task. Not for Karin age 58 diagnosed with Alzheimer. Can a simpler remote increase life quality for her and her daughter Julie? Motion interactive games in home rehabilitation - Jessica (age 12) is a teen girl with teen habits. :VJHUNHTPÄJH[PVUVM[OLYLOHIPSP[H[PVUMYVTOLY UPSH[LYHSJLYLIYHSWHSZ`THRLHKPɈLYLUJL Internet-based activities, social media and older people. Can social media and tele-presence make Lilly less isolated in keeping her family close and enable her to interact with her peers? Telehealthcare - Tom is diagnosed with COPD. Can Tom be supported to change lifestyle and exercise habits through in-body activity sensors while at home in his preferred environment? Robot vacuum cleaning - John is living in a nursing centre where robots has entered. How will John and Yvonne (nurse) tackle their new “resident”? SCENARIOS Scenario #1 Scenario #3 Scenario #4 Scenario #5 Scenario #6 Scenario #7 Scenario #8 0UJYLHZLKWVWSH[PVUVMVSKLYWLVWSLSP]PUNI`[OLTZLS]LZHUKPUULLKVMJHYLc(OPNOLYUTILYVMÄUHUJPHSS`JHWHISLHUK^LHS[OPLY senior citizens | Changing family relationships | An ageing workforce | A decreasing number of public servants Fear of isolation loneliness | Maintaining social networks | Secure access to public services | The citizen in a role as active participant in regard to care and treatment | Focus on enabling people to enjoy life and maintain quality of life Pressure on most areas of public sector in the Nordic countries. (Budget cuts) |Centralization of hospitals and forming of larger entities | Alternative funding schemes from private pension funds and private enterprises Broadband communication enabling video and multimedia communication | Embedded communication capabilities in home artefacts | Integration of devices services | Easy authentication | Rise of robotics self-moving devices in care Stay longer in own environment Keep and strengthen family relations Getting access to care and expertise from afar Inclusion through managing everyday tasks Enabling multiple disciplines to cooperate Even and democratized access to services Enabling an equal and balanced relationship be-tween health service providers and users Capability to produce an interactive and meaningful connection between the user HUKJHYLWLYZVUULSVYV[OLYZPNUPÄJHU[ people. 3L]LSVMZHIPSP[`[VKPɈLYLU[LUKZLYZ adaptability and ease of support and replacement. (IPSP[`[VPUJYLHZLWYVÄ[HIPSP[`V]LY[PTL and to reduce cost per user and/or service event. Ability to increase user’s life satisfaction HUKPUÅLUJLVMYLSH[PVUZOPWZHUKV[OLY aspects of more physical well-being. Relations between scenarios and capabilities High Medium Low Very low
  5. 5. Focus on 3 “genres” of roadmapping With focus on Design Visual thinking Overview and relations Agile practices Strategy innovation Strategic planning Product roadmapping
  6. 6. Roadmapping stack Organisation Process Method Tools Bootstrapping Initialisation Execution Implementation Maintenance
  7. 7. Organisation Process Method Tools Bootstrapping Initialisation Execution Implementation Maintenance Help! Key Objectives Learning Points -4 key capabilities: -Organisation skillset -Process for development and later implementation -Methodology -Toolset -Bootstrapping -Get a minimum platform established -Provide the assistance needed
  8. 8. Within You Without You Organisation Process Method Tools Key Objectives Learning Points -What is skill-building? -What is roadmapping? -The number of working agreements needed -Determine Extra, inter- or intra-organisational? -Stimulate absorptive capacity -Structure technology intelligence -Increase maturity level Bootstrapping Initialisation Execution Implementation Maintenance
  9. 9. Key Objectives Learning Points -Determine Extra, inter- or intra-organisational? -Stimulate absorptive capacity -Structure technology intelligence -Increase maturity level Organisation Process Method Tools -What is skill-building? -What is roadmapping? -The number of working agreements needed External Intra-team Inter-team Bootstrapping Initialisation Execution Implementation Maintenance
  10. 10. I’m Looking Through You Organisation Process Method Tools Key Objectives -Assess pre-conditions -Identify predefined assumptions -Increase awareness of ”behavioral pattern Learning Points -Remember: a self-assessment! -Great fun… -…but also food for thought www.hbr.org T OOL IT Scanning the Periphery K by George S. Day and Paul J.H. Schoemaker • The biggest dangers to a company are the ones you don’t see coming. Understanding these threats—and anticipating opportunities—requires strong peripheral vision. Assess Your Need for Peripheral Vision I NATURE OF YOUR STRATEGY (circle a number) Focus of your strategy Narrow (protected niche) 1 2 3 4 5 6 7 Broad (global) Modest 1 2 3 4 5 6 7 Aggressive Few 1 2 3 4 5 6 7 Many Minor 1 2 3 4 5 6 7 Major (50% of revenue must come II COMPLEXITY OF YOUR ENVIRONMENT Few, easily identifiable 1 2 3 4 5 6 7 Many competitors from competitors unexpected sources Simple and direct 1 2 3 4 5 6 7 Long and complex Fixed boundaries and simple 1 2 3 4 5 6 7 Fuzzy boundaries and complex segmentation segmentation Enabling technologies Few and mature (simple systems) 1 2 3 4 5 6 7 Many converging (complex systems) Reprint R0511H Growth orientation Number of businesses to integrate Focus on reinvention Total (add numbers) Industry structure A B C D A With compliments of... Channel structure Market structure B C www.thinkdsi.D com 610.717.1000 Scanning the Periphery • • • T OOL K IT from new products in three years) Regulations (federal, state, etc.) Few or stable 1 2 3 4 5 6 7 Many or changing rapidly Public visibility of industry Largely ignored 1 2 3 4 5 6 7 Closely watched by media or special-interest groups Dependence on government funding and political access Low: operates largely High: sensitive to politics and 1 2 3 4 5 6 7 independent of government the funding climate Dependence on global economy Low: affected principally by 1 2 3 4 5 6 7 High: affected by global conditions domestic conditions Total (add numbers) E F G H Copyright © 2005 Harvard Business School Publishing Corporation. All rights reserved. harvard business review • november 2005 page 4 This article is made available to you with compliments of DSI. Further posting, copying, or distributing is copyright infringement. To order more copies go to www.hbr.org or call 800-988-0886. Bootstrapping Initialisation Execution Implementation Maintenance
  11. 11. Organisation Process Method Tools Learning Points Bootstrapping Initialisation Execution Implementation Maintenance Key Objectives -Assess pre-conditions -Identify predefined assumptions -Increase awareness of ”behavioral pattern -Remember: a self-assessment! -Great fun… -…but also food for thought JOH JRI SRJ TSO Average
  12. 12. Don’t Let Me Down POLITIK ØKONOMI SOCIAL TEKNOLOGI JURA Nationale instan-ser Organisation Process Method Tools Key Objectives Learning Points -More team-building than actual roadmapping -A platform for conflicts -Align perspectives -Program definition -Team-building -Common workbench -Building up “social capital” and personal trust Øgede krav til solvens EMIR II (2010 Foreslået) Vedtaget august 2012 Medio 2013, Forventet ikrafttræden Tobin tax (Financial Transaction Tax – FTT) Forslag december, 2012 Primo 2014, Forventet ikrafttræden | .XQGHYLONnU)RQGVSURÀOHURJGHSRWJHEUSURÀOHU_(IIHNWLYKnQGWHULQJDINXQGHDIWDOHU Afviklingsinfrastruktur: Integration med (T2S) Target 2 Securities | Mere åben afvik-lingsinfrastruktur BO order management: Krav om ”strøm” til processen | Automatisk afstemning i BO FOA: FOA 4 | Bedre styr på og anvendelse af stamdata Corporate Actions: Understøttelse af Corporate Actions Data og data kommunikation: Bedre Datawarehouse | Større åbenhed og integrations-muligheder ”Shopping-kultur” på kundeside: søger convienience - tilrettelæg-gelse, Drivere og enablere 0DUNHWV%DFNRIÀFH Platforme til sam-pro-duktion mellem bank og kunde Digital procesun-derstøttelse Internationale infra-strukturer Automatisering og adgang til data i (nær)-realtid (Busi- QHVV,QWHOOLJHQFHµQH[W generation”) Bootstrapping Initialisation Execution Implementation Maintenance VISION MELLEM SIGT KORT SIGT TRENDS DRIVERE STRATEGISKE TEMAER RAMMER VILKÅR Omsætning og handelsmængder Status, tendens og forventninger: [Her vil tal for omsætning og tendenser være rigtig gode.] CCP - Central clearing og infrastrukturer Med afsæt i dels lovgivningsmæssig eller regulato-risk pres og dels ønske om optimering af handels-processen og risiko-håndtering står indførelsen og DQYHQGHOVHQDI3·HUFHQWUDOW ,V UGHWHXURS LVNHELOOHGHDI3·HURJGHUHV anvendelse er noget fragmenteret og usikkert. De overordnede linier og den politiske vilje er dog til stede til at indføre denne infrastruktur. T2S (Target 2 Securities) T2S infrastrukturen etableres i regi af Den Europæi-ske Centralbank (ECB) og forventes at gå i luften i 2015. Det er ikke helt klart hvornår Danmark forven-tes at tilslutte sig og at de øvrige værdipapircentraler i 26 europæiske lande vil tilslutte sig løbende. Regulering Mængden og hastigheden hvormed regulering bliver indført øges. Tendensen er også at national lovgiv-ning nærmer sig og tilpasser sig international regule-ring og især følger EU-regulering. Regulering og tilpasning til denne må derfor forven-tes både at være en driver i forhold til forretningsud-vikling men også et vilkår, der især vil lægge et be-slag på betydelig ressourcer til løbende overvågning og implementering i it-infrastrukturen. Erfaringstal fra JP Morgan (og til dels Bank of New York) angiver at helt op til 1/3 af det samlede it-budget til udvikling-og drift bliver brugt til implementering og systemun-derstøttelse af regulative krav. Teknologi og standardisering Den teknologiske udvikling giver muligheder for be-handling af stadig større datamængder og i tæt-på-realtids behandling. Det stiller krav til infrastrukturen men også forventninger fra kundesiden. ”Always-on” og adgang fra mange kanaler og enheder - især mobile - udfordrer ikke bare funktionalitet men også fx sikkerhed. Orientering mod mere service-baserede og service-orienterede systemer og arkitekturer trækker på evnen til at udstille sine systemer og integration. Der-for er standardisering på både sektor- og teknologi-niveau en væsentlig rammesættende faktor. REGULERING GOVERNANCE Hvilke regulativer har hvilke it-mæssige konsekvenser? Hvordan er det implementeret og håndteret i dag? Hvad er kompleksitetsgraden og krav til dokumentation? FORRETNINGS-UDVIKLING Hvordan og i hvilken grad kan EDFNRIÀFHSODWIRUPHQELGUDJH til og understøtte pengein-stitutternes individuelle for-retningsudvikling (relation til PLGRJIURQWRIÀFH
  13. 13. EFFEKTIVISERING OPTIMERING Hvordan kan corporate ac-tions understøttes bedre og mere effektivt? Hvordan kan Order Manage-ment understøttes bedre og fx understøtte automatisk afsteming? Hvilke krav og muligheder er der til og for integration med andre infrastrukturer til afvik-ling af handler (fx T2S)? DATA-ADGANG ANVENDELSE Hvordan er adgangen og behovet for data i dag? Fx (bedre) anvendelse af stam-data og FOA. Hvordan er anvendelsen og understøttelsen af dataware-house? +YRUGDQNDQGHUWLOEGHVÁHUH og bedre integrationsmulig-heder så der er mulighed for andre anvendelser af data? ADGANG FOR KUNDER Hvordan skal den ”digitale parathed” på kundesiden i mødekommes og hvilke kon-sekvenser har det reelt for EDFNRIÀFH,WVRPµYDOXH driver”) Hvilket (fælles) beredskab skal der være for at overvåge og implementere krævet re-gulering og nødvendig comp-liance? Kan system-regler og check bedre sikre at regler er over-holdt og lette rådgiverens arbejdsproces samt øge compliance-niveau? +YRUGDQNDQEDFNRIÀFHLQG- rettes så time-to-market kan gøres kortere? Hvad er muligheder, krav og behov for at kunne trække kunderne tættere på og lade dem indgå i et sam-produkti-onsforhold? Hvilke konsekvenser har et mere internationalt scope generelt? Fx internationale kunder eller stigende mængde internationale handler. Hvordan og i hvilken grad skal whitelabeling af produkter og services kunne understøttes? Hvordan kan rådgiverens ar-bejdsplads forbedres og effek-tiviseres? Hvordan kan scourcing af 3 parts løsninger gøres enklere og nemmere? Hvilke standarder på sektor-og teknologier bør følges og implementeres? Hvordan kan understøttel-sen og anvendelsen af STP (Straight through processing) forbedres? Hvilken ”Data-tørst” kan for-ventes? Går den i væsentlig grad ud over den nuværende datawarehouse-anvendelse og imod langt større mængder RJÁHUHDQYHQGHOVHUDIUHDO- tidsdata. Hvilke standarder på sektor-og teknologier bør følges og implementeres? Hvad er forventninger og krav til multi-kanal adgang fra kun-deside? Hvad er muligheder, krav og behov for at kunne trække kunderne tættere på og lade dem indgå i et sam-produkti-onsforhold? 2013 - 14 På den korte bane er det især fokuset på at øge pro-duktivitet og effektivitet der er styrende: handelsomkost-ningerne skal holdes nede ligesom en stigning i mæng-den af internationale handler lægger et pres. En stigende mængde regulative tiltag rammer sektoren. Denne ”regulative tsunami” vidner både om at hastighe-den hvormed tiltag besluttes og forventes implementeret er steget og at reguleringen sker med en højere detalje-ringsgrad, end man hidtil har set det. Kundesiden har med rygvind i en øget beskyttelse af investor/forbrugere en forventning og krav om øget tran-parens, gennemskuelighed og sammenlignlighed af pro-dukter og services. Kunderne møder bankerne med forventning om øget ”Value-for-money” - dvs. værdiskabelsen skal være umid-delbar og synlig - og der er især en stigende forventning RPµDOZDVRQDOZDVDFFHVVµYLDÁHUHNDQDOHUZHE mobil, system-integration) 2014 - 16 Der vil være et fortsat pres for at afdække og synliggøre risici - forbruger og investor-beskyttelsen står højt på dagsordenen. Bedre understøttelse af sam-produktion mellem bank og kunde vil blive afsøgt samtidig med at aftageren efterspørger convienience (individuel tilrettelæggelse og tilpasning) og udviser i stigende grad en shopping-adfærd, hvor man bruger den øgede gennemskuelighed og transparens i markedet til at vælge mellem udbydere af services. Der er forventninger om en øget sourcing af andre bank-produkter ind i sin egen portefølje. Internationalisering forventes at fylde stadig mere. Både i form af at andelen af handel med udenlandske papirer og handler, færre nationale barrierer (fx lukkedage etc.) samt mere international orienteret regulering og regelstyringen på området. 2016 - Mere central infrastruktur Høj grad af automatisering og STP Langt mere internationalt scope 17 16 2013 2014 2016 KORT SIGT MELLEM SIGT VISION TRENDS DRIVERE MARKETS BACKOFFICE KOMPONENTER FORRETNINGSBEHOV REGULERING RAMMER VILKÅR NU Roadmappet til højre er det kon-soliderede baseline-roadmap IRU0DUNHWV%DFNRIÀFH5RDG- mappets enkelte lag er illustre-ret og behandlet yderligere i det HIWHUI¡OJHQGH I denne oversigt er kun de elementer fra hvert lag, der af arbejdsgruppen er blevet vurde-ret til at have størst indvirkning WDJHWPHG6nOHGHVHUNXQGHQ mest akutte og kraftigst indvir-kende regulering vist ligesom de mest presserende forret-ningsmæssige behov er angivet KHU Flere regulatoriske tiltag, hurtigere implementering | Regulering sker med øget detaljeringsgrad og fokus | Mindst 90 internationale regulative tiltag, ca. 60 med virkning for Europa Øget fokus på beskyttelse af investor / forbruger | Øget transparens og gennemskuelighed Øgede krav til effektivitet og produktivitet | Krav til automatisering Digital parathed på kundeside | ”Shopper” og vil have synlig Value for money [Nøgletal: omsætning og handler] [Nøgletal: omsætning og handler] Internationale infrastrukturer (Fx CSD) 6WDQGDUGHURJVWDQGDUGLVHULQJ%HVNUHGHUVQLWÁDGHUUDSSRUWHULQJ
  14. 14. Target2 Securities (T2S) Rådgiverens arbejdsplads: Enklere og hurtigere betjening | Flere informationer til rådighed Rådgivning og regulering: Sikre at lovkrav og regulering bliver overholdt | Lette rådgiverens arbejde Sourcing: Håndtere mindre Bankers BO aktiviteter | White labelling | Kortere time-to-market (QJURVNXQGHU%HGUHNXQGHUnGJLYQLQJ_2SWLPHULQJDIÁRZ 6HOYEHWMHQLQJ‘JHPXOLJKHGHUIRUVHOYEHWMHQLQJ_$GJDQJWLOKDQGHOYLDÁHUHPHGLHUNDQDOHU Internationale kunder: Forbedret systemunderstøttelse af internationale kunder Basel II.5 (Stressed VaR og IRC) Primo 2012, Ikrafttræden MIFID MIFID II /MIFIR Forventes vedtaget primo 2013 Primo 2014, Forventet ikrafttræden Primo 2015, MiFID II [AS-IS eller status billede på system- / komponent-portefølje - her udeladt] [Program- og projektsatte aktiviteter og initiativer - udfyldes igennem funderingsfase] 9 Mest presserende Mindst presserende = Enabler (en enabler er en forudsætning for eller gør noget muligt) = Driver (en driver er en faktor, der vil stille krav om forandring) Størrelse angiver indvirkning - jo større jo større indvirkning Øget fokus på forbrugerbeskyt-telse Øget gennem-skuelighed og transparens Øget fokus på og anvendelse af CCP (Centrale Clearing Points) Hurtigere im-plementering af regulatoriske indgreb og tiltag T2S - Target2- Securities Fælles EU-kapital market med US som forbillede Øget liberali-sering Ønske om at nedbringe risiko på derivater mister ind- ÁGHOVHI[WYLYO RP93·VIUHPWL- dige status Øgede krav til effektivitet Pres på enheds-omkostninger Øgede krav til produktivitet Sourcing af andre bank-produkter Øget segmente-ring af marked / fokusering Konsolidering - især færre depot-banker Prisbevidsthed: gennemskuelig-hed og sammen-lignlighed Krav om ”va-lue- for-money” Internationalisering Nedbrydning af natio-nale barrierer tilpasning og individuali-sering Den kritiske forbruger (har fået en stemme RJSROLWLVNLQGÁGHOVH
  15. 15. Flere private inve-storer / slutbruger-handler ”Digital pa-rathed” på kundeside Sam-produk-tion (kunden som medska-ber og produ-cent) Always-on (krav om mobilitet og tilgæn-gelighed) - Multikanal adgang (bl.a. Clea-ring systemer) og ZRUNÁRZV Krav om højere grad af gen-brug (systemer, data, etc.) Kortere og kortere le-vetid af løsninger / høj afskrivningshastighed Sourcing af 3. partsprodukter og 3. parts platforme Web- / internet-teknologier domi-nerende Standardi-sering (bl.a. Beskeder, VQLWÁDGHUUDS- portering) Regulering generelt - også fælles regler for rådgivning og fælles organisering (MIFID) Krav om øget tranparens Øget investor og forbruger-beskyttelse Krav om doku-mentation af best execution og compliance National lovgivning nærmer sig og tilpasser sig EU-regu-lering Standardise-ring (sektor-niveau, nationalt, internationalt) Krav til solvens
  16. 16. Key Objectives Learning Points -Align perspectives -Program definition -Team-building -Common workbench -Building up “social capital” and personal trust Organisation Process Method Tools -More team-building than actual roadmapping -A platform for conflicts Bootstrapping Initialisation Execution Implementation Maintenance
  17. 17. Hold Me Tight Organisation Process Method Tools 'HWWHEDVHOLQHURDGPDSHUSURGXNWHWDIHQLQWHQVLYRJLWHUDWLYSURFHV GHUKDUIRUO¡EHWRYHUMDQXDURJIHEUXDUPnQHG
  18. 18. (QDUEHMGVJUXSSH EHVWnHQGHDIUHSU VHQWDQWHUIRU%DQN'DWDRJSHQJHLQVWLWXWWHUQHKDULJHQ QHPZRUNVKRSVRJPHGLQSXWIUDHNVWHUQHWHJQHWGHWWHELOOHGHDIKYDG GHUHUGHVW¡UVWHRJY VHQWOLJVWHSnYLUNQLQJHUSnPDUNHWVRPUnGHW 3URFHVVHQKDULJHQQHPLWHUDWLRQHUDUEHMGHWPHGVDPPHQK QJHQGH WHPDHU Key Objectives Learning Points -Focus on roles rather than organizational position -Iterative process: kick-off, sprint, retrospective… -Keep progress -Direct focus -Single and double learning loops -Support implementation 0HWRGH 0HWRGHQVRPURDGPDSSHWHUEOHYHWXGYLNOHWHIWHUHUEDVHUHWSn73ODQ GHUHUODQFHUHWRJPRGQHWSnDPEULGJH8QLYHUVLWHWRJVRPHUEOHYHW WLOSDVVHWGHQQH%DQN'DWDDQYHQGHOVH 0HWRGHQJnUXGSnDWVHOYHURDGPDSSURFHVVHQVNDOY UHGQDPLVNRJ LWHUDWLY$UEHMGVIRUPHQHUEDVHUHWSnZRUNVKRSVRJGLDORJRJIRNXVHUDW ODYHNRUWHLQWHQVLYHJHQQHPO¡EGHUJHQWDJHVVQDUHUHHQGDWODYHODQJH DQDOWLVNHIRUO¡E )RNXVHUSnDWVNDEHHWEDODQFHUHWELOOHGHPHOOHPIRUUHWQLQJVEHKRYRJ GHQWHNQRORJLHOOHUSODWIRUPVRPIRUUHWQLQJHQVNDOEHQWWHVLJDI QHQHUDWURDGPDSSHWVNDOXQGHUVW¡WWHGHQYLGHUHSURFHVPHGDWSURJUDP RJSURMHNWV WWHDNWLYLWHWHU %DJJUXQGIRU73ODQPHWRGHQKDQÀQGHVKHU KWWSZZZLIPHQJFDPDFXNUHVRXUFHVWHFKPDQZRUNERRNVWSODQ ,7(5$7,21 ) OOHVUHIHUHQFHKYDGHUYRUHV I OOHVVQ ,7(5$7,21 )UHPVQKYDGVHUYLNRPPHSnGHQ NRUWHRJODQJHEDQH ,7(5$7,21 6HUYLGHWVDPPHVRPDQGUH6HUGH DQGHWPHUH ,7(5$7,21 +YRUVNDOYRUHVIRNXVY UHKYLONHdeep dives HUGHUEHKRYIRU ,7(5$7,21 5RDGPDSSLQJKYRUGDQK QJHU GHWVDPPHQ Bootstrapping Initialisation Execution Implementation Maintenance
  19. 19. Key Objectives Learning Points -Keep progress -Direct focus -Single and double learning loops -Support implementation Organisation Process Method Tools -Focus on roles rather than organizational position -Iterative process: kick-off, sprint, retrospective… Strategy Portfolio Roadmap Release Sprint Executive Product manager Developer Daily Multiple years !! Years !! Many months !! 2-9 months !! 2 weeks Bootstrapping Initialisation Execution Implementation Maintenance
  20. 20. Everybody’s Got Something to Hide Except Me and My Monkey Organisation Process Method Tools Key Objectives Learning Points -Canvassing is an effective method -High visibility, high level of interaction -Have attention on designs that exclude or highlight certain information -Increase speed -Support workshop work-style -Lower barriers for creation -Speed up data collection, balancing and validation -Fail fast” agile principle Bootstrapping Initialisation Execution Implementation Maintenance
  21. 21. Key Objectives Learning Points -Increase speed -Support workshop work-style -Lower barriers for creation -Speed up data collection, balancing and validation -Fail fast” agile principle Organisation Process Method Tools -Canvassing is an effective method -High visibility, high level of interaction -Have attention on designs that exclude or highlight certain information Visuel indvirkning Hvor attraktiv er visualiseringen eller roadmappet? Klarhed Kræver det en lille arbejdsindsats at forstå roadmappet? som færdigt 5: opfattes som poleret Opfattet færdighedsgrad Fremstår visualiseringen færdig eller er det åben for forandring og videre bearbejdning? 3: helt klart 5: klar på et øjeblik 4: meget klart 1: opfattes som ”er i gang” 2: opfattes som overfladisk 3: opfattes som foranderlig 4: opfattes 5: på den ene, vigtigste punkt Dirigeret fokus 4: på få punkter Styrer visualiseringen / 2: svær umiddelbart at forstå, 3: på flere punkter roadmappet fokus hen på særlige områder eller elementer? 2: meget begrænset 3: nogen grad 5: meget omfattende 4: omfattende 2: vanskeligt muligt 5: ”Gennem-brudsindsigt” 3: det er muligt Giver ny indsigt Bidrager roadmappet med ny indsigt / ny viden / nye sammenhænge? Kanvas)9l)vurdering)af)dimensioner)af)visualisering Dato:__________________________ Opgave:________________________ Understøtter gruppe-interaktion Kan visualiseringen /roadmappet bidrage til at strukturere interaktionen og diskussionen i en gruppe? Modificérbarhed Kan visualiseringen / roadmappet umiddelbart modificeres til at tage imod input? 1: ingen, 5: ligner et kunstnerisk værk 4: karakteristisk 3: middel 2: basale virkemidler 1: Generisk / lav kvalitet 1: forvirrende 1: ingen 2: på mange elementer (spredt fokus) 1: ingen 1: Er ikke 2: nogle få ”indsigter” 3: flere ”indsigter” 4: mange indlysende ”indsigter” 4: let 5: nemt og hurtigt !! Tilvirket)e*er:)Sabrina)Bresciani,)Alan)Blackwell)og)Mar9n)Eppler:)”Choosing)visualisa9ons)for)collabora9ve)work)and)mee9ngs:)A)guide)to)usability)dimensions”,)februar)2008 Bootstrapping Initialisation Execution Implementation Maintenance
  22. 22. Technology Intelligence The analysis Technology Roadmapping The communication Roadmapping kanvas for________________________________ Emne:_________________________________________________ Dato:__________________________________________________ Kanvas version 0.1 Needs / Demands Criterias Selection and prioritizing of data and infomation: • Value • Kontekst • Availability Collection Hypothesis Time horizon Target audiences Abstractions / Layers Business demands Drivers What do we need to answer / enlighten / illustrate? What do we assess there are a need for? What do we assess that can be done / feasible? Sources / Data Output / Products Demands for timing • Intervals • Rhythm • Foresight horizon Collection of necessary knowledge and data. Trawl / Scan / Mine / Target • Infrastructure(s) • Process (es) • Method(s) Persons Data-sources (Databases, articles, libraries, etc.) Searches Form and content • Roadmaps / sub-roadmaps • Visualizations • Presentations • Reports • Analyses Who are they? What questions will they have? • Internal / external • Information need • Expected form How extensive should the roadmap be? • Trends • Society • Concepts • Products • Technologies hypothesis
  23. 23. Visuel indvirkning Hvor attraktiv er visualiseringen eller roadmappet? Klarhed Kræver det en lille arbejdsindsats at forstå roadmappet? Opfattet færdighedsgrad Fremstår visualiseringen færdig eller er det åben for forandring og videre bearbejdning? 5: klar på et øjeblik Dirigeret fokus Styrer visualiseringen / roadmappet fokus hen på særlige områder eller elementer? 2: meget begrænset 5: meget omfattende Giver ny indsigt Bidrager roadmappet med ny indsigt / ny viden / nye sammenhænge? Understøtter gruppe-interaktion Kan visualiseringen /roadmappet bidrage til at strukturere interaktionen og diskussionen i en Modificérbarhed Kan visualiseringen / roadmappet umiddelbart modificeres til at tage imod input? gruppe? 1: ingen, 3: nogen grad 4: omfattende 5: ligner et kunstnerisk værk 4: karakteristisk 3: middel 2: basale virkemidler 1: Generisk / lav kvalitet 1: forvirrende 2: svær umiddelbart at forstå, 3: helt klart 4: meget klart 1: opfattes som ”er i gang” 2: opfattes som overfladisk 3: opfattes som foranderlig 4: opfattes som færdigt 5: opfattes som poleret 1: ingen 2: på mange elementer (spredt fokus) 3: på flere punkter 4: på få punkter 5: på den ene, vigtigste punkt 1: ingen 2: nogle få ”indsigter” 3: flere ”indsigter” 4: mange indlysende ”indsigter” 5: ”Gennem-brudsindsigt” 1: Er ikke 2: vanskeligt muligt 3: det er muligt 4: let 5: nemt og hurtigt !! Tilvirket)e*er:)Sabrina)Bresciani,)Alan)Blackwell)og)Mar9n)Eppler:)”Choosing)visualisa9ons)for)collabora9ve)work)and)mee9ngs:)A)guide)to)usability)dimensions”,)februar)2008 Kanvas)9l)vurdering)af)dimensioner)af)visualisering Dato:__________________________ Opgave:________________________
  24. 24. I Don’t Want to Spoil the Party Organisation Process Method Tools Key Objectives Learning Points -Digital tools needs facilitation - and lots of it! -Carefully assess each tool - and have a plan B ready -The Post-it or The Pixel - should I? -Analog to digital - when? Bootstrapping Initialisation Execution Implementation Maintenance
  25. 25. Key Objectives Learning Points -The Post-it or The Pixel - should I? -Analog to digital - when? Organisation Process Method Tools -Digital tools needs facilitation - and lots of it! -Carefully assess each tool - and have a plan B ready Bootstrapping Initialisation Execution Implementation Maintenance
  26. 26. Octopus’s Garden Regardless of what we discover, we must understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand. Organisation Process Method Tools Key Objectives Learning Points -Make some clear working agreements up front -Have ground rules -Conflicts are not to be avoided - but choose which are needed -Facilitation skills are of key importance to successful roadmapping -Both ”hard” and ”soft” facilitation ”Retrospective Prime Directive”, Norman Kerth Bootstrapping Initialisation Execution Implementation Maintenance
  27. 27. Key Objectives Learning Points -Facilitation skills are of key importance to successful roadmapping -Both ”hard” and ”soft” facilitation Organisation Process Method Tools -Make some clear working agreements up front -Have ground rules -Conflicts are not to be avoided - but choose which are needed Bootstrapping Initialisation Execution Implementation Maintenance
  28. 28. A Hard Day’s Night Organisation Process Method Tools Key Objectives Learning Points -Align expectations to outcome -Make working agreements - and repeat them -Trust building - no matter what happens -Expensive but hard to replace -Workshop as collaboration backbone -High gain - and high risk -Facilitation as core competence Bootstrapping Initialisation Execution Implementation Maintenance
  29. 29. Key Objectives Learning Points -Workshop as collaboration backbone -High gain - and high risk -Facilitation as core competence Organisation Process Method Tools -Align expectations to outcome -Make working agreements - and repeat them -Trust building - no matter what happens -Expensive but hard to replace Gameplan:$SBSYS$2GO$ 10.00$ 11.00$ 12.00$ 13.00$ 14.00$ Skabe$data$ Produkt:) Udfyldte$kanvas$ Opsamling)på)workshop(spor) • Validering$ • Prioritering$ • Vægtning$ Produkt:) Ini@al$ prioritering$og$ temaoversigt$ Saml$indsigt$og$overblik$ Velkomst$ • Udgangspunkt$ • Vidensniveau$ Produkt:) Evt.$postit’s$@l$ kanvas$ Workshop(spor) Temaer) • Udfoldelse$af$de$6$temaer$ • Præsenta@on$ved$Lakeside$ • Diskussion$ • Vurdering$af$temaer$og$temapunkter$ Oplæg$ • Trends$og$muligheder$ inden$for$mobile$ applika@oner$og$løsninger$ (Lakeside)$ Opsamling$ • Afrunding$ • What’s$next…$ Bootstrapping Initialisation Execution Implementation Maintenance
  30. 30. Lucy in the Sky with Diamonds Organisation Process Method Tools Key Objectives Learning Points -Adoption of tools low -Concerns about privacy (cloud-based) -The (lack of) internal learning capability -Screencasts worked! -A common, omnibus tool -Work visually -Reach into the dynamics of realtime collaboration -Easy sharing and distribution -Ease the maintainability Bootstrapping Initialisation Execution Implementation Maintenance
  31. 31. Lucy in the Sky with Diamonds Organisation Process Method Tools Key Objectives Learning Points -Adoption of tools low -Concerns about privacy (cloud-based) -The (lack of) internal learning capability -Screencasts worked! -A common, omnibus tool -Work visually -Reach into the dynamics of realtime collaboration -Easy sharing and distribution -Ease the maintainability Bootstrapping Initialisation Execution Implementation Maintenance
  32. 32. Organisation Process Method Tools Bootstrapping Initialisation Execution Implementation Maintenance
  33. 33. Organisation Process Method Tools Bootstrapping Initialisation Execution Implementation Maintenance
  34. 34. Helter Skelter Organisation Process Method Tools Key Objectives Learning Points -Affordable -Highly effective -Increases identification of own context -Aligning strategic perspectives -Reuse existing materiale and intelligence -Protoype (early iterations on roadmap design) Bootstrapping Initialisation Execution Implementation Maintenance
  35. 35. Got to Get You into My Life BEFORE WALK IN THE PARK THE WALK IN THE PARK AFTER WALK IN THE PARK RECRUITMENT HUMAN FACTORS INFORMATION / COMMUNICATION / TRAINING AND EDUCATION MOUTH-TO-EAR / PAST EXPERIENCES Organisation Process Method Tools Key Objectives Learning Points -Identify ‘mother-process’ (if possible) -Facilitate the absorptive capacity -Define rythm, ressources, toolset -Support transition from execution to implementation (and maintenance) -Internal learning -Secure ownership ROAD TO BE TRAVELLED... FOLLOW-UP, DOCUMENTATION AND TEAM-RELATIONS INFORMATION / COMMUNICATION / TRAIN-ING AND EDUCATION Tell the stories, build new skills MOUTH-TO-EAR Build ambassadors Provide services to other teams - e.g. through The Agile Network BASE LEVEL OPERATIONAL EXCELLENCE BUSINESS VALUE FUTURE ORIENTATION CUSTOMER ORIENTATION Bootstrapping Initialisation Execution Implementation Maintenance SCRUM AS A WALK IN THE PARK KNOWLEDGE AND EXPERIENCES? EXPECTATIONS How will this change our way of work: internal working agreements? How will this change our relations and working agreements with other Nordea departments or external stakeholders? Will we be able? LEARNING, INSPECTION AND ADAPTION How are we doing? Are we getting somewhere? Do we have the right focus? Do we deliver better value and better quality? Do we progress in a sustainable manner? EXPERIENCES, INVOLVEMENT ETC. What are the key learning points? Where can we improve? (YLVYNVHSZMSÄSSLKVYKV^LULLKUL^VYHKQZ[LKNVHSZ Identify pilots Build up the “social capital” - relations, trust and comfort with change Make stakeholder-analysis and negotiations Information under own control and governance Information outside own control Internal Nordea forums (e.g. The Agile Network) Internal and external coaches Skill-building $JLOHSURMHFWVDIDUL´0HHWWKH1H7/·HUVµ
  36. 36. Other related initiatives (LEAN etc.) Nordea Leadership Values - Nordea team Rumours and hear-say Past experiences in- or outside Nordea The elephant rider: Represents “The planning” and strategic thinking. The rider loves processes and methods and do investments to harvest later How do we meet the base line requirements for an agile setup? ‹ Work on expectations: Fail safe, set-backs, fail and learn ‹ Work on identity, roles and the team ‹ Inspect and adapt How do you and your team keep on track and continue to improve? ‹ Strive for transparency and visibility ‹ 0UJYLHZLÅL_PIPSP[` What is – truly – delivering busi-ness value? ‹ Work on your “technical debt” ‹ Work on your “time-to-market” / lead-time ‹ Reduce the “cost” What are the goals for your team the next week/month/year? ‹ Build skills ‹ Adopt and adapt your agile practices ‹ Plan for sustainability How do we build the right features that deliver the most value? ‹ Focus on delivering in-creased value-to-market ‹ Increase your quality-to-market The road or path: Represents the infrastructure, the framing and necessary environment for change (training, skills, tools, methods etc.) The elephant: Represents motivation and desire but also fear. The elephant is the “doing” and moves things Do we have a plan? Are our key stakeholders informed or is it a stealth operation? Do we believe in it and are we comfortable with it? Do we all want this to happen? Do we have the skills? The tools, method, roles? What are our critical path or steps? Are the team in place? Are they taking responsibility? The team as a critical resource: Is the team-work working?! Do we share the ambition to continually improve through “inspect and adapt”? Can we show/ see our progress through e.g. Burndown charts? Is our test-suite up and running? Do we have the necessary practices (e.g. Stand-up, retrospective) and tools (e.g. Sonar, Scrum-/ Do we understand the business Kanban-boards) domain properly? Is a productowner – or the like – in place and accessible? Can we build trust and relationships with the business domain? Are we investing here? Can we measure and show business satisfaction and our productivity? (Velocity, leadtime, test defects…) Is our involvement and com-munication optimal? How do we record and prior-itize costumer demands and needs? (Productowner) Get close to the business domain – build trust and relations. Build a “safe” environment for feature description, etc. Get storypoints or other metrics etablished for planning and estimation Build a skills roadmap. +LÄULYVSLZHUKKPZ[YPI[PVU of roles (PO, SM etc.). Work out product-roadmaps with the business domain Keep up air speed! Don’t loose momentum but keep the motivation to continuous improvement. Remember to show how far you have come already. Sharpen skills and build up new ones. Let teams build external networks
  37. 37. Key Objectives Learning Points -Support transition from execution to implementation (and maintenance) -Internal learning -Secure ownership Organisation Process Method Tools -Identify ‘mother-process’ (if possible) -Facilitate the absorptive capacity -Define rythm, ressources, toolset Bootstrapping Initialisation Execution Implementation Maintenance
  38. 38. Getting Better Organisation Process Method Tools Key Objectives Learning Points -Better and more lean feature planning -Theming of features -Agile approach called for new process/method for discussion with product owner. -From development mgnt to feature mgnt -From mgnt to feedback channel for innovation -Increase maturity of product or system mgnt Bootstrapping Initialisation Execution Implementation Maintenance
  39. 39. Key Objectives Learning Points -From development mgnt to feature mgnt -From mgnt to feedback channel for innovation -Increase maturity of product or system mgnt Organisation Process Method Tools -Better and more lean feature planning -Theming of features -Agile approach called for new process/method for discussion with product owner. Strategy Portfolio Roadmap Release Sprint Executive Product manager Developer Daily Multiple years !! Years !! Many months !! 2-9 months !! 2 weeks Bootstrapping Initialisation Execution Implementation Maintenance
  40. 40. Do You Want to Know a Secret? -A broad disbelieve in rigorously planning -More interest in agile and lean processes -Design thinking is hot. Perhaps a nice fit with roadmapping -Product roadmapping and feature-theming seems to have some momentum right now -Roadmapping as an ”integrator platform” inter- and extra-organizational are robust and mature
  41. 41. I Want to Hold Your Hand Bent Bilstrup +45 2326 2229 btb@lakeside.dk ! www.lakeside.dk

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