Description

A common pattern in this stage is that there is a transition from a teams-oriented innovation effort into a broader organizational structure. Whether hierarchical/functional or networked/holacratic structures are implemented, a company building initiates. Management and leadership roles are established which can be assigned to members of the original innovation team and/or other people are brought on board to drive the organization towards its vision and aspirations.

Existing solution teams are improved and new ones are formed as necessary. The teams are organized around the new value to be delivered to internal and external customers. They build and integrate simple or complex solutions in an agile way, building and delivering value incrementally.

A continual improvement philosophy and practices allow the organization to optimize business processes, people, technology and solution offerings relentlessly.

Toolkits (“Exploration Backpacks”)

The team can accomplish outcomes by selecting activities and tools for the purpose, especially from the “optimize” backpack, which include development and operation practices involving people, process and technology (software and hardware) components. Among the practices are quality and continuous improvement practices such as Lean Business Operations, Value Stream Mapping, Six Sigma, Business Process Management and Automation (BPM), IT Governance (e.g. COBIT), IT Service Management (e.g. ITIL), Information Security, and many others.

These tools enable a team to identify hurdles and improvement opportunities as well as devise and implement tactics that allow the organization to achieve its desired outcomes through the lifecycle of the organization. This marks the key broad milestone for this expedition, identified in the model as “business impact”.