Dawgen Global Insights November 2021 to December 2021 Edition

VOLUME 2 | ISSUE 12 | NOVEMBER /DECEMBER 2021

DAWGEN GLOBAL INSIGHTS

|

PAG E S 36

INTRODUCTION TO OUR MONTHLY NEWSLETTER DAWGEN GLOBAL INSIGHTS

Welcome to Dawgen Global and our November /December 2021 edition of our Monthly NewsletterDawgen Global Insights.

This Newsletter has been produced to provide you with an overview of our firm and the wide range of services offered by Dawgen Global entities, whether audit, accounting, tax or advisory services.

Over the past 19 years, I can proudly say that Dawgen has significant experience and expertise that we draw upon, day after day, helping our clients to progress. Our Monthly Newsletter will demonstrate the strength of our firm and the unique and innovative approach we engender.

This is communicated through client case studies on how our team have collaborated to help our clients succeed.

This issue of Dawgen Global Insights explores several management tools and strategies including Organizational Obstacles to Agile.

Agile software development approach is getting ubiquitous. This approach is imperative to match customer expectations and emerging business trends. Implementing Agile approach to software development leverages significant benefits, including : Design and develop new product and service offerings rapidly, Revolutionize processes, Manage talent, Reform organizations.

However, to embrace the Agile approach leadership needs to be aware of the obstacles that keep the organizations away from achieving their Transformation objectives. This article talks about the 3 common obstacles that organizations have to steer clear of to implement the Agile software development approach.

In this edition we also examine the Levers of Control. The 4 Levers of Control model, developed

by Robert Simons, provides managers in large organizations a framework to manage the tension between Value Creation and Control (managing and measuring value). Companies are always struggling with maintaining sufficient control in organizations that demand flexibility, innovation, and creativity.

I hope that you will find the information we provide in this Newsletter helpful.

Dawkins Brown

Executive Chairman Dawgen Global

2

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

TABLE OF CONTENT

20 29 04 04

20

29

ORGANIZATIONAL

4 LEVERS OF

DICE HARD

OBSTACLES TO

CONTROL

CHANGE

AGILE

FACTORS

ORGANIZATIONAL OBSTACLES TO AGILE 4

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

To become Digital native, companies have to shift from a project mindset to a product mindset—and over the obstacles that prevent this shift Article Overview Agile software development approach is getting ubiquitous. This approach is imperative to match customer expectations and emerging business trends.

Implementing Agile approach to software

development leverages significant benefits, including: Design and develop new product and service offerings rapidly Revolutionize processes Manage talent Reform organizations

Agile development approach in sync with a product-focused mindset is all that organizations need to realize the real power of Agile and become Digital natives.

However, in order to embrace the Agile approach leadership needs to be aware of the obstacles that keep the organizations away from achieving their Transformation objectives. This article talks about the 3 common obstacles that organizations have to steer clear of to implement the Agile software development approach

1 2 3

Rigid Technology Architecture Poor Talent Management Lack of Product Mindset

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

5

Agile Methodologies began in Software, but has since transcended to other functions with the organization

Agile – Overview For the past 3 decades, Agile Methodologies have

already

been

transforming

Software

development. Note that Software is a particularly difficult area to manage in the Digital Age due to the rapid advances of technologies and changes in customer demands.

Adaptive planning Evolutionary development

What is Agile?

Agile

is

a

holistic

Key principles of Agile include:

system

Early delivery engineered

to

overcome more than a dozen common barriers to successful project deployment. Under Agile,

Continuous improvement Rapid and flexible response to change

requirements and solutions evolve through the

In Software development, Agile has increased the

collaborative effort of self-organizing cross-

average success rates from 11% to 39%.

functional teams.

6

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Beyond Software, organizations have adapted Agile methodologies in other parts of the organizations.

These functions include: R&D Marketing Operations Corporate Strategy Due to Agile’s systematic and repetable characteristics, most organizations have been able to replicate the success in Software development across these other functions.

In the Digital Age, every company is a Software company, whether the executives realize it or not.

Source: Agile Innovation, Bain, 2016

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

7

Agile takes a systematic approach,

which can be summarized in a 6-step

process

Agile – Approach The systematic approach adapted by Agile follows a 6-step process.

1

To address the problem, we first form a small, focused, cross-functional, selfmanagement team The team’s initiative owner builds a list of

4

Team members hold daily meetings to review progress and identify impediments to progress If there are any disagreements, these are

promising ideas or features, by leveraging

resolved via experimental feedback loops,

techniques such as Design Thinking. This

instead of internal debates or appeals to

person typically divides his or her time

authority.

between the Agile team & key stakeholders.

2

The initiative owner continuously ranks the list of features based on the latest estimates of value to customers, financial results, and impact on other relevant initiatives A process facilitator protects the team

5

If the customer gets excited, the increment may be released immediately, even if other stakeholders feel it’s not ready for release.

The decision for release is driven at this

from distractions and puts its collective

3

The team tests small working increments with groups of potential customers

intelligence to work.

point by positive customer feedback.

The team then deconstructs top-priority items into small modules

The team then brainstorms ways to drive improvement of future cycles

6

The team decides how much work to take on

Likewise, the team also prepares to go after

and how to get it done. They build working

the next top priority in the list.

versions in short cycles known as sprints.

This process is completely transparent to the organization.

An Agile approach brings the most valuable offerings and features to market faster.

8

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Agile provides a diverse set of benefits Agile – Benefits Agile offers a wide array of benefits, which has led to its increasing popularity. According to studies, over 90% of IT organizations use Agile methodologies in at least some of their Software development.

Ability to manage changing priorities

87 84

Increased team productivity Increased team morale and motivation

79 77

Faster time to market

76

Reduced project risk 0

20

40

60

80

100

Got better with Agile

Agile also increases customer engagement and satisfaction by improving visibility and likewise adapting quicker to the customers’ changing priorities.

Source: The Standish Group, CHAOS Report 2015; VersionOne, 10th Annual State of Agile Survey, 2015; Scrum Alliance, The 2015 State of Scrum Report

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

9

Agile is a robust approach to Value Creation Agile – Organizational Obstacles More and more organizations are adopting Agile software development approach.

Becoming Agile is imperative to match customer expectations

and

emerging

business

trends.

In order to become an effective Digital organization, companies have to steer clear of the obstacles that bog down the rapid progress of Agile software development. These obstacles include:

Implementing the Agile approach to software development leverages significant benefits, including: Design and develop new product and service offerings rapidly

Rigid Technology Architecture

Revolutionize processes

Poor Talent Management

Manage talent Reform organizations However, Agile alone is not enough.

Agile

Transformation can slip-up as Agile teams can

Lack of Product Mindset

stagger while working together and depending on others.

Overcoming these barriers necessitates sincere harmonization, persistent effort,

Anticipating and addressing these major organizational obstacles is integral to becoming Agile.

and commitment from the business and technology leadership.

Source: Agile Is Not Enough, Berez, Poindexter, MIT Sloan Management Review, 2019

10

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

The IT architecture should be capable of integrating with most applications Rigid Technology Architecture – Overview Using and expanding the same old codes and plugging gaps with software patches has rendered the IT Architecture cumbersome and unyielding, at most organizations.

Organizations have outdated systems to manage operations and facilitate their customers.

The integration of these outdated systems with modern applications and IT architecture isn’t an easy job either, making them inflexible.

Most of these systems and aps have to be interreliant and connected. A small change in a code can have serious implications on other connected applications.

It isn’t always feasible to redesign the entire stack of IT architecture or replace it altogether with nextgeneration IT architecture.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

11

Organizations can prioritize modernization of IT systems by identifying critical data while leaving alone legacy transaction processing systems Rigid Technology Architecture : Common Approaches Key factors that they consider in this regard include: Potential value envisaged from the

new architecture Requirement for new functionalities Rate of occurrence of linkages/ connections

between

different

applications and systems Risk of disruption of business Complications involved in the process Costs Extent of data fragmentation

12

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

There are 4 common approaches that organizations typically choose in order to revolutionize their technology architecture:

1

Inaction The investment in overhauling certain applications is thought to be unviable as their impact is considered insignificant in the overall architecture.

2

Integrate Uncover the old system’s essential function/ elements and connecting them with modern systems using interfaces.

3

Overhaul Modify the design of applications—e.g. dissecting the code into distinct and autonomous sections and eliminating any hardcoded values.

4

Replace Design and create innovative applications having up-to-the-minute architecture (e.g. micro-services).

To overhaul the IT architecture, the key result to be kept in mind is to optimize theCustomer Experience.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

13

Outsourcing the talent sourcing function to contractors is one of the key factors contributing to the inadequacy of technical talent in IT companies Poor Talent Management – Overview DEFINITION Most leaders understand the importance of finding and staffing top talent in becoming Agile. However, outdated HR practices at most organizations become a major hurdle in attracting and retaining talented individuals.

The issue with IT management at most technology firms in the recent past was their shortcoming in visualizing the problems through a business perspective. This led to the depletion of technology capabilities due to hiring of more and more people with

strong

business

sense,

but

inadequate

technological prowess.

Another factor compounding the talent deficit is entrusting the hiring function to external contractors by scores of IT organizations. This practice, although, assisted in staffing talent and gaining new capabilities promptly, but diverted much of the executives’ time in supervising the external contractors.

This left

very little time for them to acquire new technical skills, gave the contractors too much control over

14

innovation, and made innovation almost impossible.

Outsourcing the software maintenance to 3rd parties is another factor that leads to poor talent management and poor accountability.

To mitigate these issues, technology companies need to transform, strengthen their technical capabilities, eliminate dependencies on 3rd parties, and clearly define responsibilities. This necessitates revolutionizing the talent model grounded on 4 guiding principles: Strengthen technical capabilities Reskill the business managers Define responsibilities clearly Curtail reliance on 3rd party head hunters DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

There are typically more people on the business side than in the technical roles in most organizations Poor Talent Management – Guiding Principles (1 of 2) Strengthen technical capabilities Focus on hiring experienced engineering managers in place of business-oriented IT managers.

The engineering manager should have the technical capabilities to assure the quality of work of the coders as well as possess the business acumen integral for collaborating with product managers and business owners.

The engineering manager is critical to recreate technical expertise and trustworthiness required to attract experienced and raw engineering talent.

Reskill the business managers Recognizing top business talent and retooling them into more value-added roles helps in surpassing the talent deficit limiting IT companies from becoming Agile.

Capable project managers can be reskilled to become scrum masters.

To become Agile, organizations need to empower people, develop their capacity,and remove needless red tape.

Likewise, able business analysts can be trained to

Source: Agile Is Not Enough, Berez, Poindexter, MIT Sloan Management

take up the product owner roles.

Review, 2019

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

15

Key technical talent should be given more responsibility and authority Poor Talent Management – Guiding Principles (2 of 2) Define responsibilities clearly Coders and developers are typically required to develop code as well as offer maintenance services for the code they write. Some software organizations make their talented developers

Information Technology management and Human Resource Planning should be done in line with this vision.

Reliance on 3rd party contractors for staffing technical talent limits an organization’s visibility in

receive calls in the middle of the night for any

software developers’ forums.

issues with the code written by them. This level of

Information Technology companies should be

accountability and product ownership pushes the

open to open-source technology as most of the top

developers to write reliable code and create better

developers like to use open-source software for

products.

development. This makes hiring and retaining top

The developers in collaboration with operations

software engineers easy.

team can simplify integration, code execution, slash defects, and reduce time to market.

Curtail reliance on 3rd party head hunters Creative code and product development should be developed by internal teams of Agile experts, in coordination with people from the business side.

Leadership should contemplate and set the right ratio of internal and external technical talent required, based on the organizational vision and objectives.

16

Open-source software is the choice of most talented developers today— organizations should not limit their software engineering talent by allowing proprietary code only.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Some executives consider Agile to only work for Digital natives—however it has much broader potential Lack of Product Mindset – Overview DEFINITION Traditional software development approaches—e.g.

Waterfall method—does not go along well with the fast-paced Agile approaches common today.

Even the Agile approach falls short of achieving the results required from Digital product and service offerings.

With ever-growing acceptance of Agile practices globally, there isn’t much room for time-consuming, rigid, traditional approaches to software development.

This age of Digital Disruption necessitates adoption of flexible Agile approach alongside implementation of responsive Product Management practices and behaviors, to cater to the evolving business and customers’ requirements.

Shifting from a project to product-focused mindset

Agile approach can leverage immense benefits in terms of technology, talent, and Product Management.

warrants strong commitment and sustained efforts

Source: Agile Is Not Enough, Berez, Poindexter, MIT Sloan Management

from the business as well as technology leadership.

Review, 2019

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

17

Agile method can provide value for organizations, but not entirely on its own Lack of Product Mindset – Product Management Principles To make Agile successful, organizations need to embrace a product mindset.

To be ready for Agile, organizations need to adopt the following Product Management Principles:

Structure around products A product-centric focus rather than concentrating

In a product-focused structure, business and

on Project Management results in alignment of

technology teams coordinate to set key priorities,

software development work to realizing business

assign product owners for individual products, who

objectives.

are accountable for building product road maps,

A product-centric focus assists in tackling business problems, creating opportunities, developing new

assigning measurable metrics to track progress, and making data-driven decisions.

skills, and optimizing customer experiences.

18

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Establish persistent teams A product team persists even after the delivery of the product, to evolve it, and make iterations based on changing circumstances. In contrast, a project team gets created and assigned on some other engagement after a project is completed.

This persistency transforms the product team into agile, creative, and constructive units.

Make long-term Investments Products have a prolonged life cycle than projects.

This warrants annual investment in the product to realize their long-term objectives.

This element of the product-based Business Model is a bit difficult to digest for the company’s financial leadership. However, this model offers more coherent assessment of outcomes than traditional

Appraisal of product investment on a quarterly basis enables adjusting priorities or investing in other products with potentially lucrative returns.

business case approaches, as product outcomes are measured persistently.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

19

4 LEVERS OF

CONTROL

20

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

The 4 Levers of Control model , provides us a framework to manage the tension between Value Creation and Control Article Overview The 4 Levers of Control model, developed by Robert Simons, provides managers in large organizations a framework to manage the tension between Value Creation and Control (managing and measuring value).

Companies are always struggling with maintaining sufficient control in organizations that demand flexibility, innovation, and creativity.

To reconcile

the conflict between creativity and control, Simon suggests 4 Levers of Control:

1

Belief Systems

2

Boundary Systems

3

Diagnostic Control Systems

4

Interactive Control Systems

A Lever of Control can be defined as a formal, information-based routine or procedure that is used by management to maintain or alter patterns employee behavior.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

By leveraging these 4 control levers effectively, we can ensure the benefits of innovation and creativity are not achieved at the expense of control.

21

Our model centers around 4 Levers of Control—Diagnostic Control, Beliefs, Boundary, and Interactive Control Systems 4 Levers of Control Most organizations tend to define control by measuring progress against plans to guarantee the planned achievement of goals. These “Diagnostic Control Systems” represent only 1 lever for control.

Three other levers are equally important in today’s business environment: Beliefs Systems, Boundary Systems, and Interactive Control Systems: Core Values BELIEFS SYSTEMS Risks to be avoided Risks to be avoided BOUNDARY SYSTEMS Critical performance variables DIAGNOSTIC CONTROL SYSTEMS Strategic uncertain-ties INTERACTIVE CONTROL SYSTEMS

Collectively, the 4 Levers of Control set in motion organizational forces that reinforce one another.

22

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Each of the four control levers has a distinct purpose for managers attempting to harness the natural value creation of employees Value Creation from Employees Value to Contribute

Organizational Blocks Uncertainty about purpose

Managerial Solution Communicate core values

Control Lever Beliefs system

and mission

Value to Do right

Organizational Blocks Pressure or temptation

Managerial Solution Specify and enforce rules

Control Lever Boundary system

of the game

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Value to Achieve

Organizational Blocks Lack of focus or of resources

Managerial Solution Build and support clear

Control Lever Diagnostic control

targets

systems

Value to Create

Organizational Blocks Lack of opportunity or fear of risk

Managerial Solution Control Lever Open organizational dialogue Interactive control to encourage learning

systems

23

To get a better handle on understanding an organization, we should ask the following questions

Always remember effective managers empower their organizations because they believe in the innate potential of people to innovate and add value.

Key Questions to Ask Have senior managers communicated the core values of the business in a way that people understand and embrace?

Have managers in your organization clearly identified the specific actions and behaviors

Are the control systems interactive? And have they been designed to stimulate learning?

Are you paying enough for traditional internal controls?

that are not allowed?

Are diagnostic control systems adequate at monitoring critical performance variables?

24

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Beliefs Systems empower employees and encourage them to search for new opportunities Lever 1 – Belief Systems The Belief System is an explicit sets of belief that define basic values, purpose, and direction. These include the following elements How value is created Level of desired performance Human relationships

The purpose of Belief Systems is to provide momentum and guidance towards: Mission statements Vision statements Credos Statements of purpose

An organization must put in place Belief Systems, so that it can control commitment to the organization’s vision, core values, mission statements, vision statements, credos, and statements of purpose.

Belief Systems inspire all employees to commit to the organization’s purpose.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

25

Boundary Systems establish the rules of the game Lever 2 – Boundary Systems A Boundary System is comprised of formally stated rules, limits, and prescriptions tied to defined sanctions and credible threat to

The purpose of this system is to allow individual creativity within defined limits of freedom:

punishment.

Codes of business conduct

For each

the Boundary System

includes:

codes

Strategic planning systems

of

conduct,

predefined

strategic

planning

methods,

asset

regulations, guidelines.

26

acquisition operational

Asset acquisition systems Operational systems

Boundary Systems identify actions and pitfalls that employees must avoid.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Diagnostic Control Systems allow managers to ensure that important goals are being achieved efficiently & effectively

The focus behind this control strategy is getting the job done—it follows the standard performance management approach of measuring against KPIs.

Lever 3 – Diagnostic Control Systems Diagnostic

Control

Systems

are

feedback

systems that monitor organizational outcomes and correct deviations from preset standards of performance. These systems include: Profit plans and budgets Smart goal setting systems Project monitoring systems Strategic planning systems These must be put in place by a company so that it can optimize outcomes, and get the work done: output measurement, valuation standards, incentive

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

systems and compensation systems.

The objectives of the Diagnostic Control System include: To allow effective resource allocation To define goals

This is achieved via: Setting standards Measuring outputs Linking incentives to goal achievement

27

Interactive Control Systems enable top-level managers to focus on strategic uncertainties and to respond proactively Lever 4 – Interactive Control Systems Intelligent organizations use Interactive Control Systems for tracking new ideas, for triggering new learning, and for properly positioning the organization for the future: Incorporating process data into management interaction Face-to-face meetings with employees Challenging data Assumptions Action plans of subordinates These are the systems that team player skills use to advance and develop.

The objectives of Interactive Control Systems are:

These systems achieves these objectives by ensuring that:

To focus organizational attention on strategic

Information regarding changes in technologies,

uncertainties

customer

To provoke the emergence of new initiatives and strategies To ensure that the way we do business relates very closely to the changes in customer needs

28

requirements,

supplier

strategy,

competitors’ strategies, and team skills are adequately and proactively incorporated into the strategy process The chosen strategy remains appropriate to the business reality and overall company objectives

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

DICE HARD

CHANGE FACTORS

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

29

The DICE framework is a Change Management methodology that evaluates “Hard” change factors to determine the viability of success for a project Article Overview The DICE Hard Change Factors framework is a Change Management methodology developed by Perry Keenan, Kathleen Conlon, and Alan Jackson of the Boston Consulting Group. DICE is used to calculate how well a company is implementing or how well it will be able to implement its change initiatives by evaluating 4 “hard” change factors.

Most change professionals are aware of the “soft” factors that influence the success of a change program namely, Vision, Leadership, Organizational Culture, Employee Motivation, Top-down or Participatory Approach. There are also several “hard” factors, which are often not considered. Specifically, there are 4 such hard factors, known as the DICE factors

Duration

Commitment

Integrity

Effort

(i.e Team Performance Integrity)

This framework is based on a research project conducted in the early 1990s by BCG that analyzed 225 companies.

30

DICE has been used at over 1,000+ companies since its inception, confirming that these factors are the only ones correlated to predict the outcome of Change initiatives.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

DICE can be leveraged for all the following Change initiatives Usage of DICE Track the score of a project over time.

Compare the score of a project with the scores of previous projects.

Compare the score of a project before and after making changes to the structure of a project.

Manage a portfolio of projects—determine which ones should receive the most attention and resources.

Provide a common language to discuss change.

Enforce conversation and improve communication.

The four factors offer a litmus test that executives can use to assess the probability of success for a given project or set of projects.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

31

Simplicity is both a source of strength and limitation in the DICE framework Strengths, Limitations, and Assumptions STRENGTHS Hard factors such as the DICE Factors can be measured, communicated and influenced.

Simplicity—enables communication.

Consistency—standard way of determining project feasibility.

Using a framework helps managers to evaluate projects consciously.

LIMITATIONS Determining the scores is a subjective process.

Simplicity—the method does not deal with the soft change factors, although they are important.

ASSUMPTIONS Organizations should pay attention to 4 Hard change factors before considering Soft change elements when considering or evaluating a change initiative.

32

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

On the continuum of Change projects, most occupy the middle ground, where it’s difficult to assess their likelihood of success or failure DICE Approach – Change Project Continuum We can place the various types of Change initiatives on a continuum: Short projects that are led by a skilled, motivated, and cohesive team.

Championed by top management.

Implemented in a department that is receptive for the change and has to put in minimal additional effort.

These projects are very likely to succeed.

Long, comprehensive projects that are executed by a non-expert, unenthusiastic, and disjoined team.

Lack of any top-level sponsors.

Aimed at a function that does not like the change and has to spend a lot of extra work.

These projects will normally not succeed.

Most Change initiatives occupy the middle ground where the likelihood of success or failure is difficult to assess.

We must leverage the four DICE factors carefully to determine if our change programs will succeed or fail.

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

33

With the factors defined, we now score each factor 1-4 & calculate the DICE score through a simple formula DICE Approach – Formula We calculate the DICE score using the formula below. Each of the 4 DICE factors is scored from 1 (very favorable) to 4 (highly unlikely to contribute to success): DICE Score = D + (2 x I) + (2 x C1) + C2 + E Duration < 2 months = 1 2-4 months = 2 4-8 months = 3 > 8 months = 4 (Team Performance) Integrity Very good = 1 Good = 2 Average = 3 Poor = 4

Commitment (Senior Management)

Commitment (Senior Management)

Clearly and strongly

< 10% additional = 1

communicate the need = 1 Seem to want success = 2 Neutral = 3

10-20% additional = 2 20-40% additional = 3 >40% additional = 4

Reluctant = 4 Commitment (Local) Very good = 1 Good = 2 Average = 3 Poor = 4

34

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

Our final DICE score has a possible value between 7 (best) and 28 (worst)— using this score, we determine the project’s likelihood of success DICE Approach – Scoring

“Win” zone – projects are

“Worry” zone –risky projects,

“Woe” zone – very risky, indicating

very likely to succeed.

it’s hard to predict success.

high unpredictability or unlikely to succeed.

We can compare our DICE score on the day we kick off a project with the scores of previous projects, as well as their outcomes, to check if the initiative has been set up for success.

Source: The Hard Side of Change Management, Sirkin, Harvard Business Review, 2005

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021

35

36

DAWGEN GLOBAL INSIGHTS I NOVEMBER /DECEMBER 2021