Implementing the 4 Zone Model Playbook
From Strategy to Implementation: Common Drivers & Expected Outcomes
Like any new strategic framework and set of tools and processes, the 4 Zone Model’s value can only be realized through implementation and execution. I have outlined below how some early adopters of the model have deployed different elements of the playbook to address critical issues and opportunities.
The 4 Zone Model is built upon several drivers common to enterprise information technology functions:
- A need for innovative approaches to enable organizations to address five disruptive technologies: Cloud, Mobile, Social, Data Science and Internet of Things.
- A need to evolve from lengthy waterfall-based technology implementations to the more rapid agile development approach. The Plan, Build, Run model will be displaced by a Co-Develop, Assemble, Consume model.
- A need to embed a trapped value assessment process to identify opportunities to shift resources and funds from maintaining legacy systems of record to developing new systems of engagement.
- A need to utilize new methodologies and tools to identify, develop and reinforce the relevant new skills and capabilities necessary to lead and manage a digital enterprise.
The motivation to adopt the Four Zone Model playbook encompasses a number of expected outcomes:
- Higher percentage of IT resources allocated to change-the-business outcomes.
- Significant increase in speed to market and throughput of all development initiatives.
- Strong alignment between future IT investment priorities and critical business outcomes.
- Increased ROI from the portfolio of IT innovation investments.
- More impactful IT presence at the business strategy table.
To respond to these drivers and expected outcomes, the Four Zone Model playbook affords technology teams’ processes and tools which enable them to maximize the business value of IT across all three levels of their organization.
The Starting Point: Mission-Based Teams
In order to move expeditiously, the 4 Zone Playbook begins at the “starting point” with mission-based teams specifically assembled and empowered to attack prioritized desired outcomes. These mission- based initiatives all start from the “Incubation Zone” and seek an exit path to one of the three other Zones depending on the desired outcome.
IT Executives leading mission-based initiatives begin the process by asking three key questions:
- Should we do it? Does it align with and support critical business outcomes?
- Can we do it? Do we have the relevant skills/capabilities, tools and capacity to achieve the outcome?
- Did we do it? Do we have the right metrics to measure the achieved outcome vs. the desired outcome?
Mission-based teams are appointed for work which has been identified as a priority for movement from the Incubation quadrant to another Zone within the Model. Expectations for success can be high given the following critical elements:
- Alignment at the leadership level that the work commands sufficient priority to be implemented. Alignment must occur not only within IT but also with all other key stakeholders including internal business partners and shared services partners.
- Formation of the mission-based team includes careful appointment of team members to ensure they have the appropriate skills and competencies necessary to achieve the outcome.
- The initiative must be carefully scoped to fit within the Model’s timeframe boundary conditions (namely pilot initiation to go live within 30-90 days especially for productivity and performance zone projects).
- Active collaboration and critical thinking processes must drive the shared discovery, problem solving and solution adoption. The focus of the team and their work is deliberately narrow, user centric and intentionally innovative.
- Measurement is expected to occur throughout the discovery and design process as well as at the conclusion of the team’s work.
The Outcome is Worth the Journey
What we have learned over the past 12 months is that to successfully introduce and deploy this playbook is a leadership challenge not a management challenge. This is not about just doing what IT has always done better, faster and cheaper. This is about transforming the role of IT from a cost center/support function to a business enabling strategic partner. This is about changing outcomes by changing legacy attitudes, behaviors and actions.
As always, I am interested in your comments, feedback and perspective on the ideas put forth in this blog. Please e-mail them to me at pdmoore@woellc.com.
