Given the complexity of developments in the digital economy, it is necessary to rethink how work is done. It is important to move from a project orientation to a product orientation. Likewise, it is important to define the capabilities of the company so that they can be pushed to evolve and modernize, as appropriate. In this chapter, learn about the way in which work is done at ING, using a comparable model. They refer to their new team structure as Squads.
- All too often, organizations plan their work…in isolated pockets to solve individual problems…without looking holistically or planning for the longterm.…A project is initiated, something's built,…and then forgotten.…To overcome this challenge,…companies should map their business capabilities.…A definition would probably be helpful here.…Business capabilities are an integrated set…of organizational competencies applied through processes,…technology, and expertise to capture or deliver value…to the organization.…
Once you know that, identify the gaps…in your current capabilities and form teams…that are dedicated to enhancing those capabilities…with the mindset of a product manager.…Capabilities, like products, need to be managed…through a life cycle, with improvement opportunities…prioritized and examined holistically.…One person should be the overall steward…of the business capability in order to examine…not just what technology needs to be built,…but how the process and metrics should evolve…around the technology to achieve business outcomes.…
- Explain how accountability and collaboration can be synergistic.
- Recognize limitations when pursuing new ideas in an innovation lab.
- List the five stages of digital maturity.
- Identify the benefit of transparency in strategic thinking.
- Name one focus that would form a good basis for a capability team.