Realising-Potential Newsletter 2020-03 October

It’s time to move!

If we look at all the current economic and market indicators that are available to us, we can start to see patterns, we can start to assess assumptions and we can start to plan. The question is what are we planning for? If we look at what the government is telling us, more painful change is coming. If we look at the banks and bond markets we can see change coming and as we observe gold prices change we know that governments, businesses and individuals are starting to position themselves.

There is an increasing level of uncertainty on many levels and as time goes on without clear resolution, as the level of uncertainty increases there is a potential for things to unravel.

We are seeing chunks of the economy feeling more pain than others and there are some industry segments that just won’t get back to where they were, or recover at all. Many businesses are working with limited cash flow and they are going to have to continue to contend with restricted cash flows, possibly for an extended period of time. We are in uncharted territory. This will mean there is a potential for things to unravel quickly.

Things have changed in ways that we are yet to fully understand.

So how do we position ourselves and our businesses? In a word, proactively. What can you do and how can we help you?

We have given this a lot of thought and below we have outlined how we believe we can help you position and transition economically, quickly, practically and professionally by:

  • Determining what your actual current state actually is, from a strategy, finance, capability and opportunity perspective.
  • Determining the impact of any loss such as revenue streams, specific and specialist roles, cash flow, customers and markets.
  • Look at what skills, capabilities and actions are needed to transition to an emerging new way of being and doing.
  • Assisting you to put the transition plan in play.

We have a proven track record in delivering positive commercial outcomes.

But time is the issue. Right now getting to grip with these things can’t be more important, it’s time to make a move.


Developing required, desired and transferable skills

New ways of doing things and access to new technologies are driving shifts in the skills and capabilities that companies, and we as professional services and technology specialists, need to develop. Not only do we have continual technology change, but we are also undergoing significant change to traditional employment and business models.

Gone are the days where you were likely to retain one career over a lifetime with one organisation. This is one reason why transferable skills are increasingly important. In today’s environment, we all need the skills to deal with volatility, uncertainty, complexity and ambiguity.

Generally, four types of skills are important:

    • Foundation skills such as literacy (reading, writing, speaking).
    • Generalist skills about a particular subject or discipline.
    • Specialist skills which includes a deep knowledge of a particular subject or discipline.
    • Alignment which is the ability to bring skills and capabilities together.

Technical skills are important because increasingly more jobs rely on the use of specific tools, processes and standards and having specific technology skills introduces options and opportunities. Technical skills can be broadly classified as required, desired and transferable.

    • Required skills are often stipulated as part of a position or role description.
    • Desired skills can be used to improve effectiveness; and
    • Transferable skills are the things that employers tend to look for as they become more valuable over time to both the organisation and the individual.

There are 10 skills for 2020 and beyond that have been defined by the World Economic Forum Future Jobs Report.

    1. Complex problem solving
    2. Critical thinking
    3. Creativity
    4. People Management
    5. Coordinating
    6. Emotional Intelligence
    7. Judgement and decision-making
    8. Service orientation
    9. Negotiation
    10. Cognitive flexibility

We think there is one key skill that is omitted from the list and that is the ability to transition, an important skill and capability to have. While we can see that required, desired and transferable skills are incredibly valuable, we have to remember they are not applied in a vacuum. If you think there are other skills that should be included then please feel free to send through some feedback. We are constantly looking for new ways to identify and capture information that support these skills, we have taken a slightly different approach in taking alignment to a new level and you can read more about this in the next item in the newsletter.

Our own pandemic innovation

A number of planned projects failed to eventuate earlier this year so we seized the opportunity to bring forward planned research, initially scheduled for 2021, to enhance our own insight and understanding into what businesses are faced with when embarking on an optimisation or transformation projects.

We engaged with a number of organisations both locally and internationally to explore how the process information we capture can be further used to improve judgement and decision-making.

Those that have been regular readers of our newsletter will know that remote data capture, process intelligence and process mining are some of the services we offer. But now, we have taken this to a whole new level. Using new tools and approaches we can deliver new ways of visualising data and information, both from within our platform and from external sources which throws a whole new light on business improvement and improvement opportunities.

We start by identifying the elements within our dataset that we wish to analyse.

This image (above) shows us a filtered view generated by the author trying to understand the relationships and potential dependencies between the entities. Before we even start to think about the detail we can see that we have 1 process (purple), 1 Location (green), 1 document (grey), 3 roles (yellow) and a number of process activities (blue). Some of you will already be thinking that there are other element types in our key, and there are! Remember we are looking at a filtered view. The next question may be, so what makes this different?

The simple answer is that all of this has been “auto-generated” from data collated and stored from many models and diagrams within our library to allow us to generate a consolidated view from data both within and also outside of the library. Because it is auto-generated it is accessing the latest data within our library, by consolidating transformation models, organisation charts, BPMN 2.0 compliant process models, multiple diagrams, Master Data tables and more from within the library.

Let’s zoom in a little and take a closer look.

We can now start to see a lot more detail about each of the elements and can ascertain that our view is looking at some form of procurement process. The roles we have assigned to the activities can now be clearly seen and we can see from the labels on the links what the role is accountable for.

If we focus on the document (grey) icon at the bottom of our image we can see from the link information what process activity created this document, what activities read it and also what activities update it.

The ability to slice and dice information in ways independent of how the data was captured is really powerful and allows you to explore and traverse across the organisational information with a new level of freedom that was not available before. This new journey has only just started for us and provides insights that were not as easily consumable when the data was stored in its native form.


If you want to know more, contact one of the team or email info@realisingpotential.com.au


Light Touch Enterprise Architecture (EA)

Experience the value of implementing a light-touch approach to enterprise architecture.

Traditionally, enterprise architecture initiatives have been big, complex, slow and too expensive for most organisations. However, there is a new light-touch approach that is proving to be effective, popular and delivering outcomes at a lower cost. It incorporates business thinking as a logical starting point and incorporates “just-enough” principles, so you only manage the things that are important to focus on.

If you want to know more about how light-touch can benefit your organisation, contact us to arrange a demonstration.


Two critical strategy questions

Can you summarise your company’s strategy in 35 words or less?

If so, can your team articulate it in the same way?

If you can’t summarise it then there is a high probability you won’t successfully deliver strategic objectives. Narration and clear communication enhances an organisations ability to execute its plans. Once people understand and can articulate the narrative the results start to flow and can be amazing.


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A link to some of our recent posts and articles

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In times of rapid change every organisation needs the ability to react, respond, change and adapt. Often this is easier said than done. The key is having the capabilities and tools in place so the ability to react, respond, change and adapt is an inherent part of the operational core.

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