Unravel Gridlock: An exploratory workshop for business transformation with evolutionary service design

What you'll learn

• Roles and responsibilities were not clearly defined. Either it was unclear who had ultimate accountability for decision-making or there was too much dependency on high-level management to make low-level decisions. - Stakeholders and product team leaders were asked to simultaneously manage current operations while developing future processes. Not enough capacity was given for the challenging work of building the products and services critical to the success of the transformation. - An extensive set of business process designs defined at the beginning of the program laid out target scenarios, but failed to provide sufficient guidance for prioritization and decision-making. - Any given part of each process design could represent a flow that was either pre-existing, in-progress, or a theoretical scenario for the distant future. Unfortunately, it was not possible to tell from the diagrams at what state the processes were in at any given time. - It was also not possible for teams to note when interim solutions needed to be put in place, or where there were open questions that needed to be resolved.

Topics covered