As I walk around the conference hall, I see technology solutions everywhere – software, hardware, and promises – this is THE solution that will solve (some aspect) of my Digital problems.

Technology To The Rescue?

Then, reality hits: We can buy the technology, but can my own people or customers use it effectively? Didn’t we just buy some solution like this last year… why didn’t that software help? How will this new technology actually help us be successful?

A Better Way: Balanced “Digital Formula”

According to a KPMG survey of 400 US tech executives (2023), 51% have not seen increased performance or profitability from digital transformation investments.  According to a McKinsey global survey (2023), 45% of value is lost during target setting/planning, 35% is lost during implementation, and 20% is lost after implementation.

For “Big Digital Transformation” results — both during, and to be sustainable beyond implementation — true Digital value needs more than just cloud, code and apps. A balanced formula can help make the technology work for us, instead of us working for the technology.

Such a formula makes improvements across key areas, helping people be more agile and leveraging lean, scaled technology investments that provide better, more secure User Experiences (UX) — while minimizing full-lifecycle costs (don’t forget about maintenance and operations!) This helps organizations deliver reliable, sustainable business & IT services “beyond the big Digital effort” – helping achieve goals over the long term.

At first glance, this is not unique. It is based on typical “people, process, and technology” approach, which has been around since the 90’s. The modern take on Digital Transformation is the injection of a secure UX and agility into everything we do, considering full lifecycle cost (not just “buying the software one time”). If Digital solutions aren’t secure, usable by people, and delivered in time to be relevant, then what is the point?

Focus on Better Services

When we invest in Digital Transformation to make improvements, assuming we want those improvements to be sustainable beyond implementation, our focus should be on reliable, sustainable service delivery. At a high level, there are two layers to this:

  • A business (or mission) service is anything that is the “ultimate reason” our organization exists – for example, in the case of a smartphone manufacturer, to deliver smartphone products and features that delight for our customers, or (in the case of a warfighting research lab) effective weapons technology that is rapidly transitioned into the hands of the warfighter.
  • Business services always need reliable, sustainable IT Services – for example, to help with administrative concerns (e.g., finance, HR, etc) and operational concerns (e.g., integrated modeling/simulation technology platforms for weapons design).

Digital Transformation, Modernized

LSA’s key differentiator is the modernization of typical “people, process, technology” approach, by injecting agility and UX into its digital formula.

LSA makes improvements with a mix of assessment, advisory, training, side-by-side mentoring and full-service tooling. LSA delivers these improvements with tight, tool-automated integration between its services — Digital IT/Service Management (ITSM)Agile Enterprise Architecture, and Agility-at-Scale/Lean Portfolio Management (LPM).  The benefit of this approach are realistic roadmaps that recommend “just enough” lean-portfolio chunked investments that are scalable for future growth and organizational maturity.

LSA works with its key partners to design and deliver Digital outcomes as full-service transformation (including cloud tooling – we fish for you), as Agile / EA COE improvement within your own organization (we teach you how to fish) and as QA/rescue of existing Digital efforts (we help your existing vendors catch more fish).

How We Get There

First, it's important to understanding the goals (Objectives & Key Results – OKRs) of the organization to plan better mission/business, administrative and IT services for “real people” (internal or external) — but better service delivery doesn’t happen overnight. Processes, applications/technology, and IT service delivery improvements need an agile approach – experimenting, learning, and improving – at a sustainable pace. Roadmaps must be realistic and “value chunked” to prioritize the most important outcomes, to deliver the fastest value, which is where “Lean Portfolio Management” (LPM) and Agile Enterprise Architecture (Agile EA) come into play. 

The LSA Digital Approach answers the Who, What, When, Where, Why and How in cycles of Discovery, Roadmap Development and Transparent Execution:

DISCOVERY

Who & Why

Understand the organization’s goals, objectives, and typical user experience (UX) personas and pain points

ROADMAPS

What, When & How

Define, value-chunk and prioritize key roadmap investments and architect/design a Digital future state

TRANSPARENT EXECUTION

Who, How & Where

Change the way people work by using more agile processes, and leverage EA process/app/tech design tooling – with embedded dashboards for leadership transparency