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BECAUSE
WE’RE WORTH
IT
Showing the value you bring to your organisation.
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HOW DO YOU PROVE
YOUR VALUE TO YOUR
ORGANISATION?
You may have to…
IT spend is at its lowest in 20 years (HBR)
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PROJECTS
TYPICALLY
START BY
ASKING:
What’s broken?
When do we need it?
How do we fix it?
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WHY?
BEFORE
ASKING
WHAT, HOW
OR WHEN,
ASK:
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WE CAN’T
ANSWER
WHY ON
OUR OWN
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COUNT YOUR PIGS NOT YOUR CHICKENS.
YOU’LL NEED
STAKEHOLDERS
WHO ARE FULLY
COMMITTED.
You’re involved, but I’m fully committed.
Let’s open a shop called
Bacon & Eggs!
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WE WANT TO INCREASE TOP-LINE REVENUE
• Sell more products.
• Increase the range of services.
• Challenge in new markets.
• Make products more accessible.
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WE WANT TO BE MORE PRODUCTIVE
• Reduce costs.
• Speed up time to market.
• Mitigate risk.
• Make better use of people’s
time.
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TIME IS NOT MONEY
If a manager of 10 people tells
you a new system will save 10%
of their time, ask which one will
be fired.
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Measurable benefits directly attributable to
your work.
e.g. reduced software licence costs.
Measurable benefits your work supports.
e.g. increased sales to existing
customers post introduction of CRM.
Non-measurable benefits your work
supports.
e.g. reduced staff “churn” post new HR system.
Non-measurable benefits your work
creates.
e.g. consistent product information in single catalogue.
EVERY ANALYST NEEDS A 2X2 GRID
<100% SYSTEM-
ATTRIBUTABLE
100% SYSTEM-
ATTRIBUTABLE
ME
AS
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FIN
AN
CIA
L V
ALU
E
NO
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EA
SU
RA
BL
E
FIN
AN
CIA
L V
ALU
E
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WHEN YOU CAN’T MEASURE BENEFITS
KPIs
ADOPTION RATES
SURVEYS
INTERIM DELIVERABLES
Key Performance Indicators show if you’re on track
But these are NOT benefits!
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SOFTWARE AS A SERVICE REDUCES
THE WAIT FOR RETURNS
e.g. If new software returns €10k a month additional revenue:
It would take 6 months to break even on €60k upfront software licences.
But if you pay €5k a month for SaaS you’ll make money in your first month.
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WHEN’S MY PAYBACK?
Year 1 Year 2 Year 3 Total
Total costs: -€100,000 -€25,000 -€15,000 -€140,000
Total benefits: €0 €125,000 €150,000 €275,000
Annual total: -€100,000 €100,000 €135,000 €135,000
Running total: -€100,000 €0 €135,000 €135,000
Breakeven (payback) after 2 years
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RETURN ON INVESTMENT
• ALWAYS
MEASURABLE
• ALWAYS
FINANCIAL
• ALWAYS
ACHIEVABLE
(TOTAL BENEFIT) – (TOTAL COST)
ROI =
TOTAL COST
e.g.
€275,000 - €140,000
= 96% ROI
€140,000
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ESTABLISHED ROI SUITS
ESTABLISHED BUSINESS MODELS
• KNOWN
PROCESSES
• KNOWN DATA
• KNOWN
CUSTOMERS
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BUT WHAT IF YOU’RE TRYING
SOMETHING NEW?
NO STAKEHOLDERS +
NO MEASURABLE
BENEFITS = NO
BUSINESS CASE
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WE NEED TO ENTER STARTUP MODE
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STARTUPS & DISRUPTION
ERIC RIES CLAYTON CHRISTENSEN
Established business models
won’t work forever…
By 2016, 70% of successful
digital business models will rely
on deliberately unstable
processes. (Gartner)
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INNOVATE TO SURVIVE
If start-ups can innovate and you can’t, what will happen your organisation?
What will happen to you?
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VALUE PROPOSITION
WHAT
PROBLEM CAN
WE SOLVE?
WHO WILL
NEED OUR
SOLUTION?
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HYPOTHESIS
+ DATA =
INSIGHT
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AN UNINFORMED IDEA IS FANTASY
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DATA WITHOUT IDEAS IS MEANINGLESS
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VALIDATED LEARNING
BUILD
MEASURE LEARN
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WE KNOW HOW TO DO THIS
DIGITAL IS
BASED ON
ITERATION
• Scrum tests development iterations.
• User experience design tests variations.
• Lean startup tests business models.
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INNOVATION ISN’T A TEAM
GOOD IDEAS
AREN’T CUT
OFF FROM THE
REST OF THE
WORLD
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WE WANT TO
MAKE THE
SMALLEST
POSSIBLE
INVESTMENT
TO TEST
VIABILITY
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BUSINESS MODEL CANVASS
STEVE BLANK
BUSINESS
MODEL
GENERATION
steveblank.com
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
What value do we deliver to customers?
Which of their problems are we solving?
What products & services are we offering?
Which customer needs are we satisfying?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
For whom are we creating value?
Who are our most important customers?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
What kind of relationship do we have
with our customers?
Which are established and which do
we need to create?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
Through which channels will we
reach our customers?
How is that different from what
we're doing already?
Which are most cost-efficient?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
Who are our key partners and suppliers?
What are we using them for?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
Which activities does our value
proposition require?
How do we create the right distribution
channels, customer relationships and
revenue streams?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
Which resources will our value
proposition require?
Which resources are needed to
support our activities?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
Which are the most significant
costs to this business model?
Which resources and activities are
most expensive?
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KEY PARTNERS KEY ACTIVITIES VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE STREAMS
What are our customers willing to pay?
How would they prefer to pay?
How do these differ from what they do already?
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KEY DIFFERENCES BETWEEN
TRADITIONAL & STARTUP
TRADITIONAL
• There’s a problem to solve.
• If we don’t do this work,
we’re creating a problem.
• We’ve some data to work
with.
STARTUP
• Let’s find a problem to solve.
• If we do this work, we’re
creating an opportunity.
• We need to gather some data.
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KEY SIMILARITIES BETWEEN
TRADITIONAL & STARTUP
• Ideas can’t be gathered in isolation; you need stakeholders.
• Focus on the customer.
• Seek out revenue-led and productivity benefits.
• Benefits need to be financial.
• Decisions are based on data.
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HOW ELSE
CAN WE USE
THIS DATA?
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WE KNOW
WHERE THE
VALUE IS
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EMPHASISE CALLS TO ACTION
Low value
Low value High value
High value
Where do we save the most money by doing this online
rather than face-to-face?
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UNDERLINE THE IMPORTANCE OF
USER EXPERIENCE
• Benefits can only be
maximised by maximum
adoption.
• Early adoption leads to better
ROI.
• User experience testing
directly improves ROI.
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DEVELOP YOUR BRAND’S ROI
• Setting and meeting
customer expectations.
• Reducing cost of sale to
existing customers.
• Improving market
penetration of new products
under same brand.
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PAY AS YOU USE, NOT UPFRONT
• Software as a Service (SaaS).
• Browser-based applications
over client installs.
• Only future-proof where you
know what the future holds.
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RELEASE LITTLE AND OFTEN
• Frequent releases provide
earlier ROI.
• You can measure impact
earlier.
• You can change your mind if
things aren’t working.
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WE ALL WANT TO BE PART
OF THE NEXT BIG THING.
Internet of Things
Sharing economy
Wearable technology
Virtual personal
assistants 3D bio-printing
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BUT LOSING MONEY
ISN’T CUTTING EDGE.
LET’S SHOW WE CAN MAKE
ROBUST DECISIONS.
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CAN YOU PROVE YOUR WORTH?
1. BUILD CONFIDENCE BY DEMONSTRATING
MEASURABLE, FINANCIAL AND ACHIEVABLE
BENEFITS.
2. PROPOSE IDEAS, USE DATA TO TEST THEIR
VALUE.
3. USE VALUE-BASED METRICS TO IMPROVE
DECISIONS.
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DIGITAL IS WHY
WE’RE SUCCESSFUL.
I AM DIGITAL.
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