Discovery
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Monday 08 of February, 2010
[edit] The Discovery Framework
This image illustrates the 11 Modules of the Discovery Framework.
- The Phases Explained: Discovery | Development | Decision | Deployment
- The Frameworks Explained: Discovery Framework | Development Framework | Experience Frameworks
[edit] Discovery Executive Overview
When looking at a Discovery Framework (D1) you are looking at the core DNA of a business system. A business is a connected and entirely dependent set of operating areas. When they are connected in the service of your most valuable customers or citizens then the priorities of the system are optimised. See Efficiencies
[edit] The Discovery Framework
The Discovery Framework shown as a complete system. From left to right this framework describes the business context as a coherent and integrated story. The modules move from customer needs on the left, through the assets and infrastructure of the business to the plans and capabilities and ultimately the goals snd objectives of the business on the far right.
The generic illustration that describes the Discovery Framework...
What is it?
Discovery is the act of finding out what we know, what we don’t know and what we need to know. We do this as a group intervention with the most senior and influential group we can get into a room. We work an 11 pillar Discovery 'Contextual' framework. Revealing and stripping away pre-conception or semantics; varying definitions to reveal the essence of the problem or opportunity.
This structured approach of 11 key pillars rests on a law of business imperatives which we call The Business Equation™. This logic drives the conversations we cause and thus the questions we ask to trigger insights.
These are built in a sequence that brings to the surface a coherent and more fundamental appreciation of the current reality. We do this with visual structures, sometimes created 'live', sometimes using stimulus and prepared frames. We ask important questions. Triggering the right answers.
When everyone is engaged and aware of the workings of the system in this way the more likely you are to deliver your strategic goals. The procedure of undergoing the Discovery Session ensures you consider the business in terms of the consumer.
[edit] Why do we do it?
To create a visual representation of the business to examine how and where to optimise its performance. Creating a framework within which to think accurately is helpful to the leadership team and essential to making the right decisions thereby reducing risks.
Being able to see this information directly in context and within the framework serves the analytical task at hand and helps us to avoid solving the wrong problems really well. Decisions based on evidence gathered within the D1 Discovery Framework Session means we find out what we know, what we don’t know and what we need to know in order to succeed.
For the success of any improvement of the ‘machine’ we must understand how things work - the mechanisms, the trade-offs, the processes, the dynamics, the causes and effects of the current reality. We do this in order to define better the situation we are in which in turn enables us to understand what is possible in the future. This is the basis of the Discovery intervention.
[edit] Schematic
This illustration illustrates the 4 frameworks of the 4D approach. This is central to how we work. Our role is simply one of improving performance and accelerating value for our clients.[edit] Aim
Acceleration of value via Collaboration, Creativity, increasing Efficiencies, delivering Innovation, removal of Complexity, improved Thinking using the power of Visualisation.[edit] Approach
4D is Group Partners rigorous approach to answering the important questions of business. See Clients, References, Solutions, Outcomes, FAQs, Big Pictures
[edit] What does it achieve?
The real-time emergence of these insights helps the team reveal knowledge relevant to their understanding of the workings of their enterprise in relation to their marketplace. Through the iterative process of discussion and debate all the implications of the moving parts, from skills and behaviour to infrastructure and service experiences, are better understood. Our objective is to bring about a realisation of and confidence in the facts and their impact and as they rank in importance to further steps.
[edit] The Business Equation™ - Discovery
We create the framework based on the following proven logic. The Business Equation™ We must know how and why we make the decisions necessary to achievement of our strategic goals. The central theme which must emerge as a result of this exercise is below.
“Can we be certain which message, promise or offer about which blend of product and/or service should be distributed or be available through which channel. We want to be certain that this set of messages addresses the most important trend or point of pain in the market space. We want to know how this relates to our most valuable customers displaying what aspiration or need and that is of most value to us. Can we declare the criteria we need to make these choices in alignment with what capabilities and behaviours against what time-line and thereby achieving our goals - all at minimum risk and maximum return on the available and appropriate investment."
“Making decisions based on evidence requires the appropriate display of that evidence” - Edward Tufte.
[edit] Discovery represents the initial involvement we have with the team.
See also Solutions
[edit] The Frameworks For Sustainable Change
Discovery What 'Could' we do? This phase enables any business to know what it knows, what it doesn't know and what it needs to know. 4D™ 
Development What 'Should' we do? This phase then enables the business to design alternative strategies that will achieve agreed outcomes...
Decision What 'Will' we do? This phase ensures the business then makes the right choices based on thorough and precise thinking... 
Deployment Deploying 'What We Agreed We Would Do' This phase then makes sure the entire enterprise stays on track.Go to: 4D™, Structured Visual Thinking, Expectation Setting
Outcome: Shared team goals. Common understanding of the current reality - a baseline for developing the strategy and measuring progress - knowing where we stand. Clarity of the problem we are trying to solve. Understanding of our strengths and weaknesses. A practical and meaningful artefact of the discussions. Accelerated Insight and Value for the team. A fast start towards the development of the strategy.
Explanation: Discovery is the act of finding out what we know, what we don't know and what we need to know.
[edit] Group Interventions
We do this as an initial group intervention with the most senior and influential group we can get into a room. We work through an 11 pillar Discovery Contextual Frameworks. Revealing insights and stripping away pre-conception or semantics. We ask questions. We push back on the meaning of everything, we do this together with the audience and create a more shared definition.
Our ambition is to uncover what is at the essence of the problem or opportunity. What is the cause, not what is the effect. This structured approach of 11 key pillars rests on a law of business imperatives which we call The Business Equation™.
The Business Equation The rigorous math which we apply to each Discovery and Development Framework. This governs the way we think about and formulate strategy. The Objective is to be able to get the right data and insight to be able to answer the critical questions of the business. The Contextual Analysts primary responsibility.
In this Discovery Phase the following applies:
"Which message or offer [h] about which blend of product [e] and service [f], [tangible and intangible assets] through which channel [e], addressing what trend or point of pain [c], to which most valuable customers [b], displaying what aspiration or need [a]. Built on which criteria [h] with what capabilities and behaviours [i], against what time-line [j] achieving the goals [k] with maximum return on investment and at minimum risk"
This top-level logic drives the conversations and thus the questions we ask to trigger these insights. These are built in a sequence that surfaces a coherent - more fundamental appreciation of the current reality. We do this with visual structures, sometimes created live, sometimes using stimulus and pre-prepared frames. We ask important questions. Inferring the right answers. We recommend that all engagements begin with Discovery as alignment by the team is essential. It is critical to a company's success that the team is fully aligned and has a comprehensive and shared view of the enterprise, not just their own particular perspective.
The need for Discovery can be determined by a few simple principles/questions:
- How often does this leadership team get together to discuss the issue?
- Do people in the leadership team share a common purpose, language and mission?
- Are there any gaps in awareness and knowledge?
- Is there a problem with silo's across the enterprise?
- Are there multiple views of the issues and possible resolutions?
We will often hand-draw or 'visualize' the discussion in real-time or to the schema using stimulus materials. The image below illustrates a typical outcome of the 'discovery' phase.
All interventions start with an exam question - What are we trying to achieve/resolve/address? It is essential that all participants share a common interpretation of this exam question - at the start of the session we will revalidate that this is the case; we will develop and circulate a simple agenda for the day which will also state the key objectives for the workshop.
An intervention starts with preparation - 4D™ - D0, and is only complete when all deliverables have been accepted by the client. In Discovery our solution - neutral principles mean that we will not propose any deliverables in advance of the session beyond the structured conclusions of the intervention.
[edit] Initiating the Deep Dives as a result of this phase...
Deep Dives are our term for the supplementary programs of work within each phase of 4D™.
There are 6 Deep Dives and they cover the main areas of opportunity/issue and that we have understood to require extra attention. These are Business Context, Differentiation and Vision, Governance, Culture and Capability, Decision Quality, Transformation and Roadmaps, Value Propositions, Brand and Story. And explained in more detail below.
During the Discovery process we will identify which of our 6 'Deep Dives' might form part of some intervening activity between each wave of 4D™ or demand more thinking in order to uncover the right information for making decisions later.
Structured Business Context. Customer insight and research activity into the true needs and trends in the market. Deeper understanding of customer segmentation, routes to market, channel strategy and stakeholder prioritisation. Greater definition around current reality, existing infrastructure, business processes and applications.
Structured Capability, Culture and Resources. Sustaining the decisions around change within the actual enterprise. Values, training and organisational design. Roles responsibilities, incentives and motivation.
Structured Value Proposition and Story. The brand, the offer, the promise. The narrative and the lexicon of the business. The value proposition adaptable via the right channel and to right audiences.
Decision Quality. Extensive and deep work into the physics of decision making. Enabling the enterprise to make the best decisions possible. Within Discovery the 11 pillars begin to frame the criteria and important references for DQ.
Differentiation. Building new customer value. New experiences and new product or service development. It is these distinctive and uniquely client specific criteria that identifies the track for much of the thinking required to build a Future Vision.
Operationalising Strategy, Change, Transformation and Communication. Construction of the 'journeys' and 'scenario's' that will allow the enterprise to achieve all of the above. We have created Scenarios™ to tell the stories of either current reality, transformational direction or future reality to wider audiences.
We are testing for understanding and each of the 11 pillars begin to create a valid current reality and begin to give clues towards the direction of travel. Towards the Future.
