 Thanks, everyone. So just a little bit of introduction. I'm one of those people that this morning when we're asked Who how far away you came? I was one of the ones that came quite a long way. So Problem right now is that for me, it's 11 30 at night So I've been doing my best to try and stay awake and hopefully make this an engaging presentation But bear with me So just a bit of background so my but I'm not an agilist in the true sense Come from this from a business background so for the last 20 years I've been either setting up companies or helping establish companies or in management roles from marketing and sales and other other things it's only However, all that time I've worked for technology companies. So mostly I've worked for companies like Oracle and CA So I've been surrounded by technology and all that time So and as you'll see later on at one point actually decided that because I hadn't done it I thought I'd actually just see what being a ceo felt like. So um, so I've got some hands-on experience in this space But I'm approaching this from a business perspective not from an it or software perspective So, yeah, just as a sort of slight um, so anyway, my name is Andy but you know when I was here last time in in in India, which was Uh, about seven years ago. Um, there was a James Bond movie on, you know and uh friend here Daniel Craig was visiting Mumbai or Bollywood or whatever you want to call and um It was it happened to be exactly the same time and I was staying in a hotel a bit like this one and I think I don't know where he was But it must have been close by because I had about three or four people come by In this space of about half a night saying either are you Daniel Craig? Or did you know you really look like Daniel Craig? And I was like, no not at all It's like nobody is very similar. My nose doesn't look the same I don't know how it was sort of one of those really weird moments But anyway, I thought well, you know, since I'm back in India. I need to Get some inspiration from our friend James Bond So I thought I'd start with some advice because you know, obviously he knows a lot about this space So the first thing was the wise that people who can't Take advice to always insist in giving it. Well, hopefully that's not me here today Second thing is arrogance and self-awareness. So sort of go hand in hand. So I don't think I'm arrogant very often except maybe I wish That's not me by the way. I wish but it's my head And likewise, even though some of you've probably seen that there was a sponsor here called Cooper as well It's not me In fact, I actually know the other but the other person will have been introduced to him by Pat And we may be distantly related but no, I'm not so arrogant that I have to actually be a sponsor as well So anyway, so what so I've done a bit of this sort of fun stuff, but what is it? So what well this talk is about so what? And really really I'm going to be trying to sort of focus my effort on Helping you understand What is the so what and really that is the essence of Looking at value is actually trying to understand what is the so what so I'm going to spend at some time But before we do that, I'm just going to give you a bit of background Again, I mentioned a little bit before I work for some technology companies And different roles when I sort of look at you at how It came about, you know, what are the problems that I'm trying to solve And why did I get to this point? First one was that I had a global marketing role Now this is the one where I end up being accused of being Daniel Craig or Jan's Bond And as part of that, I had to visit a lot of countries. I had responsibility for a team of 25 across Seven countries including here, of course, this wonderful country in India And across eight geographic regions. So I did a lot of traveling But that wasn't the hard part although Someone would say it is but the hard part was that we had Part of my job was trying to satisfy the needs of All of these different stakeholders. So all of them wanted their way They all wanted what their things So what as being the responsible for the marketing budget, we had risen amount of money we had to spend We had to worry about all of these people's listening requirements And that was against the time where budgets were increasing, they were decreasing And yet expectations were increasing So it became very hard for us to be able to satisfy all of these different needs How do we let them all know that their thing was being Thought about and being considered but it had to be in relation to the other valuable items we did as well So we really struggled with actually how do we communicate that And I think we had a fantastic teams all the ones that I led but we really did struggle with that issue The next one as I mentioned before, you know soft debt is a relatively small company So you end up often doing multiple roles. So at one stage I said I decided I hadn't been the CIO So I thought I'll give that a try Not a good idea So the first thing I did when that happened was that I realized that a lot of our systems and our processes were totally outdated So I then had this massive job of trying to update and change them So one of them was a key client system So we used to have systems that would record people coming on our courses or classes And we'd also have trainers then being able to sort of put their information in Prior to this system it was all manual So we would have manual forms that would come in from clients within enter them in the back end system very labor intensive Very fraught mistakes what happened and you know very painful for everybody So I thought okay. I've just started learning that agile agile sounds pretty cool I know now a little bit about agile. We had a really fantastic agile developer who's actually teaches all these wonderful practices like XP and Test-driven development and you know all these other Wonderful buzzwords. So we thought we'll go and build Using agile practices this new system that will automate some of these these issues So we you know very proudly did all our user stories and Did all the things the coding was perfect We spent, you know, I thought we did it in pretty fast time And when we rolled it out our clients were really happy However, within two months The the key part of this one of this features was we we were going to give our In clients the ability to update their information themselves If you want to be insane that was really important. We've got to have that Well in two months no one and use it no one was using it So about 80 of the effort that we put in was totally wasted So incredibly frustrated here. We are doing all these wonderful agile practices. And so we've been agile But we've still got a lot of waste So what what is this agile if that stole the outcome? So again, it sort of signals me we've got to look at it in a different way And then the third one was actually quite recent so We've done a lot of strategic planning when we're thinking about all the things we could do And of course, there's always more things than you can do So we had this big list of all these different initiatives That everyone thought were really important Some were big some were small some were expensive some were cheap And we're all sitting there thinking. Okay. What do we start? right and so Again, I was in my head. It was Must be a bit away Well, thankfully this was quite recently And I've actually learned a few things along the way So from my time back as is running the marketing and from not as a car I've been fortunate that I've actually had time to spend thinking about some of this stuff And so this is sort of like the multiple iterations on for what I've learned So again, I'm not an expert because That would be arrogant, but I'm here to tell you some things that I've learned So anyway, the the thing about in terms of there must be a better way I sort of looked at it in three things So how do we get people making value based decisions? That's first thing Everyone starts having a language of value How do we prevent waste? So how do we stop that issue where we lose the 80% of all that wasted effort? And how do we make this visible? So those are sort of three things that I was thinking about when When I put this together So this is my journey So James Bourne has his hobby is resurrection So my main hobby is mountain biking So occasionally I fall over and have to resurrect myself from the ground But that's about the closest I get to that But obviously in doing mountain biking it's a wonderful thing So in doing my part for New Zealand tourism I'll show you this photo it's taken two weeks ago Just showing the sort of luckily the beautiful country that I live in and what I get But anyway, that's a little aside So what I'm going to talk about there was the journey that I sort of got to And in how I sort of started looking at how can we solve some of these big problems So about three years ago, I think Pat so I had the fortune of working with Pat Reed sitting over there Some of you may have sat in her session before So Pat and I were bought in by a large insurance company to start Educating them on the concepts of business agility So back then business agility didn't really exist as a term And so I was very fortunate that I got exposed to Pat's many, many years of thinking and working in this space And I very much sort of like to think the path is like the yoda of business agility So I'm in this case, I have a lot to learn and And I'm very appreciative But anyway, it's part of this cycle of business agility So what Pat sort of came up with is like a framework And it's like a lot of frameworks It's you know, this looks very similar to a PDCA or or type of thing But it has some other little elements that I found quite interesting First one was C and I'm going to talk a bit more about that before And Pat talked about that before in her session as well That's a really critical element of business agility is the ability to be able to see things And that sounds obvious, but we obviously We don't often we don't see the reality of things Or understand the complexity of them So seeing is a critical aspect of business agility From once we see things, we're then going to be able to explore our alternatives Then we experiment or if we listen to the sessions, maybe not experiment or try If we listen to linearizing To from the information we've gleaned We're always going to learn something So again, we're trying to move away from this fail, you know, mentality to learn And having learned something then it's our obligation in my view as business Agilist to teach that's and that's probably one of the main reasons why I'm here today Because I see part of my role as a business Agilist is not just to hold the information to myself But to help educate other people It's a pay-forward model that I think represents the spirit of agility and agilists So anyway, that's part of the reason I'm here and part of the reason I enjoy working with people like Pat Is that they very much have the same mentality So we'll come back to this believing is seeing that's again Pat's term that sort of reframes that whole thinking So seeing is a critical aspect just part of that We need to develop a whole set of new mental models So that's a buzzword that you hear around a lot now mental models, but There's a whole bunch of new tools some not That again, I really encourage you to start sort of learning about so again and Pat In Debra session today, they had a whole bunch of tools that they talked about Some of which are these but this has other ones as well So and I'm going to focus on a few again We don't have time to go through all of this is We wouldn't get to the really interesting bit if we did that But I'm going to focus on a few that I found really important and helpful First one Is a Kenevan framework who here's familiar with it Okay, a good number of you, but again, I really encourage all of you if you haven't Understood or learnt this it's a really important sensing tool to be able to sort of help frame and understand Problems and opportunities for what they are So the the Kenevan model is was developed by a game called Dave Snowden is Welsh and so Kenevan is a Welsh word meaning place or habitat And really it's a tool to help you figure out a response to a situation you face And an appropriate response now the problem right now is that most often We have we respond You know with the view that everything is simple and so we develop simple solutions waterfall Is a really good example of in a way a simple solution It's not that simple but simple Response to what is now obviously becoming more complicated and more complex so When you start looking at Your problems opportunities and you start thinking about them then this helps you come up with an appropriate response So if we're talking about a complex problem, which I would argue most things are We can't go in with a simple solution We have to approach it from the point of view that we have to test Always to see whether that actually is the case So anyway, Kenevan There's some good information that I've put in some resources that you can look at but I do encourage That as being an important tool that you understand Another one design thinking this and I'm not sure and it's so much in India, but I do a lot of work in Singapore And right now design thinking is sort of like this massive big buzzword. Um, is it like that here as well? Picking up. Okay. Well, does anyone here I have an idea how long design thinking has been around for? As a concept Two years. No, no No, it's it's almost as old as as India is a republic, you know, it's No, it's uh, it's celebrated its 50th year This year Now it's been made popular by um, ideo and the d-school Because they've um, you know, they've marketed it very well Um, but it's not a new concept But like a lot of good concept it may be not new but it hasn't been done So there's what the these, you know, it's come up now and it's um, and it for good reasons It's a really good approach and the key thing I think that I Have get out of it of this because we have tested this and use it and I found it really helpful is Is for me, it's that this bit here is often the one that's not done So we leap into solution or defining a solution without really understanding the problem we're trying to solve and empathy Is a really important interesting exercise to do so if anything if you do design thinking that's the one that I think You you often gain the most value from Then the rest of it is really just a probe sense and respond sort of approach um There's I think tomorrow is a lot about design So there's lots of sessions on design thinking tomorrow so you can go along learn more of it But but it is important, but it's not sufficient is what I would say So there are a lot of people here saying you can solve all of your problems with design design thinking You know if you just do that you'll be a business agilist and say it's not sufficient It's a tool one set of tools in many that you'll need over time Okay, so the lean startup so this I aligned with it too. So came about sort of at the same time. So eric reese Popularized this, you know through his book Again, it's not new. So I'm not going to spend a lot of time on it, but for me it just encouraged That sort of probe sense and respond sort of model of you know Have a have an idea test it Don't do big things do smaller things. So we tried this. So we set up an office in singapore Three or four years ago. We used this sort of approach to set up the office So again, what I'm what I hope I do is that I hear something interesting. I try it That's the essence of learning is doing not learning sitting here passively. It's trying it And if you do it in in this sort of mode, it's low risk Then we come to the value engineering, which is what you all came along to learn about So this is again something that pat has Really sort of drill drill into me, you know big time that There's a couple of aspects to this firstly. You can actually turn this into somewhat of a science, you know I'm not saying it's easy, but you can And the other key aspect is that value is always As perceived by the customer, right? So Who whatever the customer is you need to have that at at its heart So and they'll give you an example later on where We will see who the customer is and that's relatively easy But that can be quite hard because We again, we're guessing what the customer values. So we need to probe and test that So we can actually create a right effectively a formula to help us to start calculating Uh value and that's what I'm going to do. I'll show you how you can create a value model to do that And that it's as simple as that So one of the key aspects that came along that really informed my thinking on this stuff was okay So what are what are these attributes of value that you look at? So in That nearly two years ago in harbour business review There was a really interesting article that came out called the Elements or dimensions of customer value. This was a the result of a bayon study study So bayon had had been trying to solve the same thing And they looked at All the different attributes that customers value By different industries and different products And so they came up with a list of 29 Different elements and they ordered them in like a maslow hierarchy of needs So the lower ones have less value than the higher ones. So again, if you look at them, you probably can't see them Real what self transcendence is at the top very much like the maslow hierarchy of needs To meet that it's pretty high because that's sort of like world changing, you know, it's like It's a world changing thing you're doing And so some organizations hold that as their key, you know There are some organizations now that actually hold that type of thing as part of their vision Then we get life changing emotional functional So finally I thought hey, again, I've got something we can now use this common language of attributes of values So that's another important aspect now. I've given you on later on I'll give you access to The site so what they do is they actually describe all of these as well So you don't have to just go on the names some of them a bit Weird so you need to look at them what they mean But they do have a really good site that describes all of this and it's really useful This is an example from consumer banking. So again, Bain spent a lot of money validating this So they didn't just come up with these as ideas. They've done a lot of customer testing So what's really helpful there for you is you can go on there and different industries They've actually got the main value elements for those industries. So you can pull them out But again, I'll just say you still going to test them So that's really helpful the other thing that was another key part of this puzzle was That part of the issue with value was the whole numbers. They're all different numbers So some could be revenue and some could be very subjective. How do we actually start creating this common unit of value And that's where again And others who've looked this said, ah, we can borrow from the agile space So in the agile world when we looked at stories, we don't have actual numbers. We use relative numbers So we use the same sort of approach So whether we use the sort of t-shirt sizing the dog size or Probably more usefully the Fibonacci type numbers We can use these things to gain start building up these these models And then we again borrowing from from uh From agile So again, we worked out that if we're doing this as a group, which we should be doing to get consensus We can use approaches like planning poker to help get people's to get The different ideas from people and make sure we agree on what is valuable Because that's going to be important as well because if your view of value is different from mine Then we need to have a way to agree on that So how do we then putting this? Uh, sorry then the last attribute which I've also just see is another key part of this is we need to also figure out a Very efficient way of communicating information So when we're evaluating these things we need to actually Have a very succinct way of communicating What it is we're trying to do so the whole concept of a3 thinking canvases There's lots of them around But we need some way of succinctly describing What it is we're trying to value with some information that allows people to make good decisions based on that So then we put it all together and so we can see how these sort of elements can come together and you know somewhat of a value Cycle so we're using design thinking we can even to see things Then we're going to define test and evaluate the attributes of value Then we're going to build a value model to evaluate these Then we're going to test them And then we're going to learn from that. So it's a continual cycle Okay, so that's all a bit abstract at the moment. So now we actually put an interaction Because I thought what what's to be a really interesting or maybe interesting but at least useful thing for me That we could all understand that might be um That will illustrate this whole concept of value planning So anyway, so my scenario was I have a maximum of one spare day in Bangalore And I like to explore and experience the city. Why should I do? This is a perfect opportunity of doing a value model and it's something useful that you can use In the future But it just hopefully gives you a an idea of how this can be used to solve value based decisions So anyway, let's go through this. So in doing that, we're going to first of all going to define what's important to me So I'm going to go through these attributes of value and figure out what are the ones that are important to me Remember, I'm the customer this time. So I define what's important to me If it was another customer, I'd have to go and ask them or invalidate it Then I look at what's available. So I see what's available. Literally see see I've met you that before We see what's available in Bangalore and what you know glorious things. They're out to do here Um, then we're going to build a value model to evaluate the options Then I'm going to test my assumptions. And so this is an iterative thing when I do the first pass through Um, I'll I'll find this stuff that doesn't look right Um, and when it doesn't look right, what does that mean? it doesn't mean That uh, it could mean that it's Come out come up with something that that I hadn't thought about and I hope that's the case But sometimes it also means that your model isn't quite right either And I'll cover a little bit about that later on but you know, you can generally sort of trust your body or yourself to know whether it seems right or not But oddly wrong. You've probably got one of the drivers wrong. You know, let's walk through it So I've looked through all these uh these here And I've now picked up uh six, I think Drivers that Looking through this that I think represent Value for me as I'm planning my trip. So in this case, I've selected fun and entertainment Self-actualization that's pretty grand one. But I think that's probably the highest I can do So how do I lift or improve myself as a person? Um therapeutic value. So how do I improve my mental? health by Experiencing the the joys of the sights of Bangalore Um Wellness so part of that could be or maybe as much as like doing a yoga session or something But it could just be the exercise I get from strolling around the national park Um saves time or distance So, you know, that's a how much I can do is a is important to me So if I have to travel a long way, then I'm not going to get as much done. So that was a factor of value to me um Quality so quality was one of those attributes that bane found is always important every all the time So for me quality is is governed by ratings. So You know, what do other people say about this? So I was using that as one attribute looking at trip advisor and various other things to see what else and then cost So cost is always going to be an attribute. So then I went through and um Evaluated those and and rated so not some are more important than others. So obviously if we think about that pyramid Self actualization should be higher than some of the others. So only enough it is But again, it wouldn't have necessarily have to be if that wasn't important to me So I've been through and evaluated all all of these different drivers Then the next thing is I have to then identify available options, so Um, I ruled out just so that you go and say well, where's bangalore palace or something like that? Well, I've been to a few of them, right? So there are a few ones that I've pulled out that you may not see on the list So I went through um and screened and pulled out a whole bunch of different sorts of things So there was a lot of other options available Um, but I pulled out the ones that I thought were the most interesting based on what I find of interest to me um And again, you can look through there's some quite different a day trip to agra is the wild card in there It's the bucket list type of thing Um, I haven't actually had the chance of going there. I thought I'll throw that in there But probably knowing it wasn't achievable when as it turned out it was impossible Couldn't get there And back or can get there but not back So that wasn't that was out. But all these other things represented activities or things of interest to me Okay, so then like magic, you know, as long as cooking shows then Magical I've all of this all got built in so but this was an iterative process. So what you're seeing here is the result of uh, quite a bit of work So I didn't just magically pluck those numbers that I had to do some work, you know Again when you evaluating options, you need to do the work. So I had to go and look at So we might say why I've got the uh stadium up there. Well, uh, really enjoy I like cricket. Um, and I knew the rcb That's the stadium here. So I thought we've got to throw that in Um, unfortunately, there's no ipr games at the moment. So I couldn't go and watch one of those But anyway, that was the closest I could get to and there's there's something else that you could tell me later on Um, so I went through and put on all the numbers but to do that. I had to go and look at this the information about them um Evaluate You know each of these items across all of these different things So if it wasn't like the distance thing, I had to actually figure out what how far away it was I had to get that had to figure out cost Um quality I had to get so there's a lot of actual things I had information I had to get before I could start doing this and again You can't shortcut on this stuff. You need to do that with the work to be able to make good decisions So that was part of this. I went through this a few times. So anyway, this this is just raw numbers at the moment The major word is when we we actually pull it through to So this is spreadsheet, right? It's pretty simple one, but I'm going to give you access to this so you can take it and use it Uh for for the future But what we then do is we then calculate a value score So the value score is taking each of those individual numbers multiplying it by the importance factor And then adding them all up and that gives you the the score of 329 We then add all of those up to give a total score Right and then the value and scale as a percentage. So 329 is 9 percent of 3695 Okay, so that gives us an index or value in scale score We then do that with cost as well. So we add up all the cost items Then we get a cost in scale and then from that magically we get an index Okay, so we get a value divided by cost And then from that we can then get a Number right so it's a value score From that we then got A result we then got something that says this is what based on what you've said this is the result Uh, so again when I did this went through it a few times Uh, you know, so the result of this is not exactly how it first came out but pretty close um and It actually when I think about it It was pretty useful Because what it did was it actually evaluated will remove the whole bunch of things that weren't really that important to me um, or Which that was really helpful And I reaffirm what I actually think is important So when I travel, you know when I actually thought about it afterwards When I travel, you know, I want to experience things that are different So a lot of the things you see on here are a lot of the more cultural sort of things The things that are unique to this place In this country not things that I can do like a fun park, which I can go anywhere So if that's what's important for me when I go and visit places is those things So that's where the value is in the eye of the beholden Or in this case the customer. That's me Um, and I thought this rule was actually really helpful. So simple thing But you better hopefully you can see from there Whether I'm more Other example that I'll give you some some other ones how you can take the same approach and start applying it to make value based decisions So anyway, I thought I'd open that up. So In the agile world we can still make change our mind. So I haven't actually Finalized what I'm going to do tomorrow, right? So there may be some other Options that aren't on the air. Now, you know what I like, right? You can actually help inform me about what other things you think I could do I'm not going to commit to doing them because I'd have to do my research But you may have some really good ideas and I will welcome hearing them and I can make that decision at the last responsible moment Which is tomorrow So anyway, that's that's that enough on that one. So how are we using this? So this we then started using this at softed to Take that same approach So we use this to help solve that investment issue So we've got all this big list of things. Let's break it down to agree on the ones that we can we're going to actually do so We again this is giving you the end point not the start point We started really simple and then we realized that we needed to get it a little bit more complicated the getting a little bit more complicated was We had this big list of activities But and then when we did the values scoring People had we're all over the place, you know, so I would score it eight and someone else would score it 20 and the reason that happened was because We didn't give enough information about what the actual value and the cost of it was So people couldn't evaluate it effectively. So we then learned that we had to go and do one of these initiative sheets We had to have the discipline Of documenting what was the problem or the issue we're trying to solve What's the value of solving that and what's the cost? And then what is the testable thing we're going to do? So getting that discipline or giving enough information gives you better results. So that was really important learning thing that came from trying So anyway, but you don't have to you can start like at all as you start and try So then we've built this into like a decision architecture So how do we use this to make decisions? So this is like a now Just a fancy word but the way we actually can make decisions Um, so we use this as part of like a monthly way of evaluating new things And then we're using a calm bomb born initiative board to then track and monitor these initiatives So you can put this take from that into a you know, to a sort of really quite a visible way of showing What you're doing And learning from that as well. So This can become you know pretty powerful in your organization and the key thing is that it changes the language So people start talking about value points They start think the other really interesting thing comes out of this is you know this morning linda rising was talking about um What was the exact words? I haven't got it but I think it was sort of like, you know small fast and Cheap basically so Frugal frugal, of course, how could I forget? So this Model because it it's a value model It actually really forces you to be frugal in a way because it will if it's high value and lower cost It's always going to rise up higher So it really does support that approach that linda was talking about um, you know small fast High value things should be obvious, but um, it really does work um for those that were in pat session pat mentioned about intel so intel Again value engineering value models are not new a bit like the design think it's not quite as old It's not 50 years old, but it's 15 years old. So again, this isn't a new concept. It's one that's um Been around for a while, but I think what's Now made it easier as the relative, you know Intel model was quite complicated, frankly We can now simplify that Make it a bit easier, but the concept they had was really Important and helped them as pat point out solve some huge challenges. So the it department turn became, you know Went from being the department that everyone hated to one that they really Valued because they were show able to show the value of what they did So in the other one that pat mentioned as well, and I've got a few slides here. So Cia and t is a brazilian company. Um, and they Have used this approach in their Uh agile work. So all of their agile projects are used building this sort of value model So basically they build their value model. They look at the the business cabin believes that the solution is solving Um, and then they Do that against all these all the different attributes at this to down to the story level Um, and the value and they do that the same with cost Value of that is that you can start you then start getting some graphs, right that really start Helping you to figure out If you talk about in the minimal viable products, you know, all this stuff you can really start seeing Using this model type of approach um Where either you need to do more work to explain something where you should stop Um, so really powerful tools and techniques that can be applied across multiple different scenarios So if you're in the agile space, this is a name I don't think this is if you're just starting where you want to start But it's a where you want to aim to Because a lot of you be having that same issue figuring out One of the most highest value items to do you can start applying this approach and you'll Have be able to have different discussions with your customers Okay, so like everything this is a model, you know models are just abstractions. They're not perfect and they can be abused so you know Lessons from from some personal experience One of the interesting ones that I've come across is that so over engineering is a classic one You think oh, it's so simple. It can't be that simple. Why you know, we've got to so we've got to make it more complicated And this is actually is interesting because there's actually a bias that built into us that Almost instills us to want to make things complex, you know See all we're doing is just making it more complex. Um, and it's not actually adding a lot of value It's actually making it less usable and reducing reducing the value. So There's an actual concept and this is being used now by police forces across the world because they were like wanting to solve crimes So they're now working on this sort of Occam's razor principle Which is that you basically have the simplest one first Um, not the most complicated one, which has had been the Detentancy so that's the one to look out for Is that it can't can't be that simple you in your mind you're saying resist that Um, and it is a complex problem, right? So You know, if you over complicated at start You're never going to be able to figure out the bits to change So keep it simple will be my view and then add as you go Um Otherwise we end up going from from this to this or He's not here. I don't think well from this to that This is a pretty uh I think To me sort of sums up this is a game from sort of this statement has been around a long time But I think he's actually pretty apt So it's a very this is a very good even though it's 25 years old or something is actually very much this the spirit of business agility Now the other side of that is not enough information So we can go we can go oh, we're now agile. No, we don't have to have any information You know like we used to think in the agile world as we've gone from these massive, you know business requirement documents down to Nothing. Well, no, that's not true. You need the minimal viable amount of information So that's where you should at least have a canvas or something to help others understand What it is that you're probably trying to solve and again This is an example of one that we've created but there are lots of other ones around there that are that I've put on the site that you can use good thing about canvases that you try and Adapt inspect and adapt isn't that what we talk about in our job Uh And then I'll just the other Traps I see as well is you know, we're solving the wrong problem again. We've probably seen that as well Um, so we spent a lot of time and effort. That was my example You know the one where I said about where I was the co Spent a lot of time solving the wrong problem Great Not very helpful So we spent a bit more time maybe doing the five wise and really understanding. We might have actually Uncovered what the real problem is that you can have And the other key part here is that Defining tangible benefits is hard Um But it's necessary So if you want to make people believe in this approach, you need to get good at you know, sort of Understanding what are the tangible benefits that will come from whatever you do? Um End of and articulate those Otherwise you're going to end up running into the same problem Then the next thing is not evolving Um So again, we stick with what we had so the basic model I You know that I started with the shuhari model again probably familiar with us. We get stuck in the shoe So we we've done our spreadsheet and we we stay there. We don't evolve it. We don't change Um, that's a trap that we can fall into as well But it doesn't mean we used to we go straight to ha right there We we go to we go through these things as we learn in the same way if you were this the shuhari came from Martial arts, you know, you don't become a black belt, you know And in day one you work your way up to that So it's the same principle We learn by doing And so again the whole concept of complex problem probe sense and respond and then you know, this is Please don't do this to start but you know as you Get better and more you can add in complexity. There are a lot of other really good tools that you can start building in Um to help improve this So but you work towards that, you know Otherwise you'll just go there over engineering mode And people will stop doing that and using it you if you work your way up to it then that will come along with you on that journey And the other thing is that this is an you know, you start doing this as a change So not everyone's going to embrace it at first So you need to I've found that you need to bring people along They need to see the value of it needs the value of value of my point in all this stuff they don't um, I just think it's this cool tool you bought out, but We'll just carry on doing what I did before so you've got to treat. I see that it's treating that as you know As that's why you do want to start in my view quite small And let them understand it and then grow from that so that they can see the value of it And that's where the lean canvas, you know again can be useful just for you to think through how are you going to introduce this in your organization Because it is different from what people are used to do it So expect that they'll have some you need to bring people along with you So where can I start so again? It would be through this quick review to find your value drivers rank the importance build your value model experiment And adapt and then then you can brought into other areas Organizations are leave without an invitation So we come back to the so what so really this was all about so what so it's about how do we So what is the intersection between the cost and the value? And really I think if we start applying some of these approaches then we can really answer that what do we do? just um Had to finish off with our friend Personal to me so You know, I've been through a lot a lot of things over life But I actually think in the last three years, you know, since I've been working with pad I've learned more about Lots of more about just about everything that I had in in the preceding 20 years So just because you're getting older doesn't mean you can't actually develop Wisdom with that so lifelong learning is definitely for everyone And to help with that So you can become a value a vanguard of value We've actually set up a a little site Which Must be yeah, of course we had to have Oh seven in there. So if you access that site Share some information. I'm not going to spam you with marketing stuff or anything. I'm just just want to keep in contact with people um Then on there, there's the site. So a whole bunch of really hopefully useful resources So I've got a little guide I put together on how to create a value model the spreadsheet example And access to to all of these different tools. So again, you know, hopefully you'll get a lot of value from this If you're struggling with it, let me know I'm happy to help out You know, as I say, we see it as part of our role to help people on this journey. So That's happy to help If you're struggling with a few things You get to see what I have any questions If all the measuring is The kpi's that you have You focus on what does the customer want from us? The financial elements are nothing more than a mechanism They're an indicator that we are serving our customers. They are not the measure They are not the outcome that they're trying to achieve. So there's a more fundamental About what you're measuring and why you're measuring this. Sorry between around. Yeah When you say your your kpi's around Yep I'm gonna guess your organization store cards also has a customer set of that I think the main reason is that value is probably the most important thing you should think about The customer value should be you know, is ultimately why we're doing things. So this is this I suppose is a prioritization tool based on What I think is the most important thing to to worry about And that's probably how I would look at it So that's all I'm gonna focus on and doesn't matter what other Sorry any other question. Yeah, that's the only one that's really massive All right, so the rewards and benefits of the kpi has to be Systemic at an additional level not just individually, which is to hit this one straight you hit the rest That's a nice Going back to why you did this. Yep this is my dear of Measuring What I'll give you another example. I know I'm out of time, but it's not very good. Yeah, I used to work for IBM and I'd probably should save it We made a change to this count model of how we operate this with some of our big clients Big vendors have a count Well, I think that it would to my moment. It's probably a longer a longer answer But I think if you work through this So if you start looking at what are the what are if you start defining what's all value to your customer This is a journey you need to work through so you wouldn't do this in isolation You would work through this with the people that you're trying to work, you know, your customers, right? Um Bringing them along so they would help we agree with what's all value Yep Sure But sure I'm now no longer and risk actually risk is another attribute and in the full model you'll see risk is another one We would add in as well Actually risk goes along with cost My bonus Yep, so you what but what happened is risk risk becomes like a multipliers cost So it makes the cost higher and so what you'll have a risk like a risk index And so some items are have more risk than others So that'll become an attribute of the cost I can show you in the model, but you effectively weight the cost higher based on the the risk And so that weights that lower because the cost is higher That's why I haven't got an idea Okay, thank you If you have any questions about what we're doing