Causeway Connected Business Design Overview

CAUSEWAY CONNECTED BUSINESS DESIGN - OVERVIEW -

Causeway Summary Principles PR10C December 2023

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David Battye, Drøbak

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Draft december 2023

Causeway Business Design The Challenge | Three Change Program Shortcomings

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Meeting the challenge between Strategic Intent and Realisation Gain insight from complex industries Bent Flyvbjerg -’Think Slow, Act Fast’ Causeway | A toolkit for ‘unSiloed Business Design’ A complement to Program Control Methods Who gains

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The Origin

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Overview Maxim One – Build a Connected Business Maxim Two | Recognise Business Risks Maxim Three | Frontload Design Scenarios Maxim Four | Engage and Trial Maxim Five | Build Partner Alliances Maxim Six | Assemble Supply Chain Design Data Maxim Seven | Embed Business Rules and Controls Maxim Eight | Crosscheck and Configure Maxim Nine | Build Modular Assets

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Causeway Connected Business design| The Full Framework

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Contact

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Causeway Business Design A Handbook for Pragmatic Action Causeway is a handbook for organising complex business change.

It is for business leaders who need to co-ordinate change across the organization, to design and deliver a Viable Business Architecture.

Based on 30 years of experience of market and operational development, Causeway presents nine maxims of good working practice, each with pragmatic actions for the path from strategic intent to market launch.

The Causeway goals are to minimise business risk, increase team productivity and deliver business value to the market.

The Challenge | Three Change Program Shortcomings Leading business-wide change is a challenge to organize for success and to organize to reduce risk. In highly interdependent change, three scenarios recur that undermine business efficiency and effectiveness.

The Outcome was not as originally envisaged Once in the Market the Business Change falls short on market, operations, and financial expectations. On the market side the design is not aligned with the customer, buyer, or market access. On the operations side, resources, capacity, and skills are not aligned with the sales side. On the financial side, revenue is lower and costs higher than expected.

The Build phase adversely diverges from the anticipated schedule The Build Phase takes longer than anticipated as staff time, at all levels, is spent in resolving design issues when in Build Mode, as the width and intensity of the change becomes evident.

Meeting fatigue Meeting fatigue grows across the leadership team as a feeling of loss of control emerges against delivery to the in market date.

The root cause

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Causeway gets through this and builds a path to productivity and effectiveness.

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Three common threads are behind these shortcomings. The program is overloaded, the change is under-designed, and the Business Architecture Team is un-coordinated.

Meeting the challenge between Strategic Intent and Realisation There is a gap in how to navigate the interdependent complexity along the path from Strategic Intent to Market Launch.

Causeway Business Design fills that gap in the business manager’s toolkit. It is a handbook for organizing business change, created from observations of High Risk, High Interdependency, High Investment, and High Knowledge intensity Change Programs.

Connected Design - a distinctive approach to change

The Business Architecture goal needs to be Viability. This means it should deliver Value, be Operable and Scalable, have the buy-in and Assent of all players or stakeholders, and be Financially Resilient.

Viability requires a highly connected business in which all of the business departments transact to the same policies and rules and, secondly, a business that is structured for the dynamics of sales, demand, service, and product portfolio change across the lifecycle.

At the core of Causeway is Connectivity – with the Customer, the Sale, the Market, Operations, Partners, and Finances.

The paradox of program control tools that don’t control outcome Frequently, a Value Proposition is proposed then reviewed as ‘doable’. The commercial pressures of business lead a drive to start building asap, as this is seen as a symbol of productive activity. causeway summary principles pr10c december 2023

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Once a program is initiated a Program Control method is adopted, one that frequently this has its origins in the software world.

It is nearly impossible to consider business change without software development being involved. Business Architecture development is not, however, solely a software development assignment.

So, it is not apposite to debate the merits of Waterfall, Agile or Hybrid – that are work control tools - when the paramount focus is Business Design.

Frontloading Design minimises business risk A highly interdependent structure cannot be designed in a piecemeal manner. The common elements and interactions across the business need to be designed upfront before committing to build.

It is wise to look for guidance from other industries for design. In this sense the model for Causeway – or paradigm if you prefer- is the way buildings are architected and how concurrent working is used to design new aircraft.

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The Business Architecture is the structure of how the Business Model is realised and executed.

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A Business Model is a schematic view of how a business will engage with a market.

Gain insight from complex industries

Bent Flyvbjerg -’Think Slow, Act Fast’

Building Architects and Aircraft Design

Professor Bent Flyvbjerg was the first BT Professor and Inaugural Chair of Major Programme Management at Saïd Business School, Oxford, UK. Flyvberg’s work has been researching the causes of big project failure and success (admittedly, with a bias to construction and engineering).

High clarity on Customer Needs and a Viable Market

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Very high financial impacts of design change during build

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Coherent architectural design to get to test flights or ‘spades in the ground’

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Consistent and Intense Operability in working life

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And, thankfully, working in highly regulated industries1

His recommendation is clear: “Put enormous care and effort into planning to ensure that delivery is smooth and swift 2” Flyvbjerg’s pitch is to ‘Think Slow, Act Fast3’. His line of thought is: “Planning is ... relatively cheap and safe. Barring other time pressures, it is fine for planning to be slow. Delivery is another matter. Delivery is when serious money is spent, and the project becomes vulnerable as a consequence.”

RIBA – the UK Architects Association – provides a reference template of work stages, and notes ‘‘Make sure that architectural and engineering information is spatially co-ordinated’.

“…cultivating ideas and innovations takes time. Spotting the implications of different options and approaches takes more time. Puzzling through complex problems, coming up with solutions, and putting them to the test take still more time.

Airbus Industries note ‘…market expectations and requirements are explored.

Different options are combined to come up with an overall aircraft concept with the latest technologies, structural concepts, and systems architectures.’

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Setting aside the recent catastrophic regulatory capture at Boeing with the 737 Max. 2 A case story is found in How Frank Gehry Delivers on Time and on Budget.

Flyvberg and Gardner, HBR, January – February 2023 causeway summary principles pr10c december 2023

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Flyvbjerg, Bent; Gardner, Dan. How Big Things Get Done: The Surprising Factors Behind Every Successful Project, from Home Renovations to Space Exploration, 2023

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Two industries with similar Design and Build Profiles for Business Architecture Change are the work of Building Architects and Aircraft Design. Business Architecture Design has much in common, e.g.:

Causeway | A toolkit for ‘unSiloed Business Design’

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Trial solutions to complex problems

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Use Agile approaches to build rapidly, unimpeded by the risk of disjointed business design

Around the table A range of Change Management Methods are all insightful and useful4.

But they don’t give guidance on what to actually do once all the relevant business designers are in a room.

Simplify Complexity Causeway was designed to simplify complexity and answer the question of ‘now what to do’.

It provides an actionable toolkit for a Business Design Team to follow the Flyvbjerg ‘Think Slow, Act Fast’ line of thinking.

It provides a language for teams from across the business to work together and ‘unSilo the Design’.

For every Maxim actionable tools to:

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Think through the Design first, working concurrently

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For example see https://www.zendesk.com/blog/change-management-models/

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A complement to Program Control Methods Causeway is a toolkit that assists in defining the Business Architecture to take to market. It frontends the Business Design work but also fits to Asset Building.

The Workflow diagram illustrates a template for moving from Strategic Intent to Market Launch.

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Causeway is agnostic regarding the program control method for Build; it creates the workstack needed for Delivery.

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Who gains Causeway is for the Business Leader who needs a practical toolkit for Business Transformation change - to organize teams, structure tasks and to manage business risk.

It assists in four ways: For the CEO, a template on how to ‘unSilo’ and co-ordinate all parts of the organization when leading business change

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For the CFO, to provide checks and balances to validate business change that is high-risk on all fronts - customer value, market demand, operations, supply chain, data systems, partners, finance, etc

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For the Program Leader, to set out good working practices, how to phase them into a program workflow and provide checklists to examine the reality of reported progress.

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For the Build and Delivery Teams, clear guidance on what demand, rules, and financial goals to build to. Causeway’s attention is on Business Design and Viability; it fits with Project Management tools that focus on control and compliance

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The assignments have covered Business Change, Product Launches, Business Turnaround, Operational Improvement, Data Systems Design.

And with an added dash of standing on conference stands delivering sales pitches.

During this period, too often I have witnessed good business people with good ideas, over-committing on time to market, overcomplicating the design and overlooking the risks to market success.

A common language to connect across the business The consistent observation during this period was that there are many people who are excellent in their own business discipline but were misunderstood by their peers. The latent problem – the ‘elephant in the meeting room’ – is not recognising the strategic need to design upfront a coherent business architecture compounded by the absence of a common language to design and deliver that Architecture. a Connected Business.

The Causeway goal is to fill that gap with nine maxims and actionable tools to deliver a Viable Business.

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Watch the first 6 minutes of the ever-insightful Dave Trott at https://www.youtube.com/watch?v=KekRUU_q6zg&t=1188s&ab_channel=Jellyfis h causeway summary principles pr10c december 2023

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In particular extensive experience in the multidisciplinary world of mobile phone B2B and B2C product launches and service development is the base for much of the Causeway Toolset. This has been in a period covering rapid growth of new entrants – when sales performance was rewarded with African safari trips – to ‘belttightening’ cost control.

Missing Inaction - Checklists for Risk Management Each and every one of the Causeway Maxims is rooted in an action being missed in a change program – from overloading a program with two technologies that were 3 generations apart through to the realisation before launch that training the Sales Team had not been scheduled.

Minimising forgetting something important is the role of checklists, not just for vacation packing but for critical events. It is a known risk management tool; it is established in professional scenarios. It is used for each Causeway Maxim.

If you want displacement during a commute, note that this is spoken of by Dave Trott, Marketing Guru5 and in Flight Videos6 6

See from 05’30’’ in this aircraft landing video https://www.youtube.com/watch?v=AfHl87p7X5o&ab_channel=LebretonThomas

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Causeway is built on over thirty years and more of change and transformation work, on programs that involved change to be coordinated across all aspects of the business.

Causeway is based on experience of what I have seen go right and what I have seen go wrong. It is based on what I have got right and, looking back, what I wished I had done differently. And it is born from the experience of working in roles where it is assumed the whole world (literally) is a dynamic system, from the experience of both relentless focus on decision and action, as well as enduring wandering chatter in management meetings, from the experience of good business proposals being over-engineered and under-designed.

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The Origin

Overview

Build Partner Alliances

Causeway has nine maxims to lead a mindset of risk management and high-paced delivery in Business Transformation.

Assemble Supply Chain Design Data

Ensure capability, capacity and commitment of partners

Build a Connected Business To establish a shared goal of designing and building an Architecture that is fully aligned, to deliver to market what the Customer will buy, Market Revenue will justify, and without Unwarranted Costs.

Recognise Business Risks

Establish the common, core set of data that the Design Team need to assemble for the Operational Design and Build.

Embed Business Rules and Controls Agree the ruleset that all business sections will work to and the controls to monitor status and performance.

Cross-Check and Configure

Make market and operational risks explicit for all to see, to minimise the risk of market failure.

Frontload Business Scenarios

Check the proposed Architecture against Four Alignments and Five Viability Criteria. Configure the Target Business Architecture.

Build Modular Assets

Build the connections across the Business that will lead to a stable, viable business change, using Scenario Walkgtrhoughs.

Engage and Trial

To shift the dial from ‘whole system, one date’ delivery, to interim deliveries of components and sub-assemblies. To go to market with a Core Offer.

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Investigate all the risks identified, validate Customers’ alternatives, trial uncertain operational solutions, confirm partner exchanges

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Maxim One – Build a Connected Business Investment finance Taking a Business Architecture to Market in which the parts do not work together or are not designed to manage demand variations is financially inefficient, as revenues are impacted, and costs go up.

Business is a Connected Dynamic System The Business Architecture – the blueprint of business activities to meet a business objective in a chosen way of working – is a connected, dynamic system, that is dealing with variety and variability on a dayto-day basis.

The design should be driven by seeing the business as a dynamic system, not just as a collection of individual components or transactions. It follows that a new Business Architecture should be designed to be a coherent, viable business system.

The Market Architecture has to be designed in harmony with the Operating Architecture.

Connected Design – Four Alignment Checks and Five Viability Assessments To review the business synchronisation between the Market and Operating Architectures, Causeway has four alignment checks. These are the questions to review before committing to go to market.

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Customer Promise Alignment

Cost Base Alignment o Marginal Contribution is viable for Return needed

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Dynamic Demand Alignment o Capacity & Capability are aligned to agreed sales variability

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Partner Alignment o Partners can build on time and operate to demand

The Business Architecture may pass all four Alignment Checks but still not be viable in the market. Five Assessments should be agreed •

Value. Does it give value to the customer and to the long-term strategy of the business

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Operable. The capacity and capability to consistently deliver the customer promise

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Scalable. The resources and market to grow.

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Assent. The buy-in of all within and without the business.

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Financial. The resilience to continue to be profitable.

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o All of the business aligns to the task of delivering on the promise for repeated customer sales

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This is a poor use of investment finance as well as staff time.

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The Connected Business Architecture | Nodes The Maxims assist on how to Design and Build a Connected Business Architecture. The ‘CBA’ needs defining and it is illustrated here.

On the left-hand side the Market Architecture has a Business Goal that leads to an Offer or a Business Change, that must fit with the customer need and desire to buy.

The Sales Engine will be designed to sell this offer, with discovered Customer Benefits to a given demographic market and a given geographic and service level market.

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The Market Architecture works in harmony with the Operating Architecture which is driven or constrained by regulatory and legal parameters, designed to engage with the customer across the customer lifecycle, with partners orchestrated to supply and service the business, fulfilled by supply chain and logistics, all built on technology and data systems.

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The Connected Business Architecture | Connector Frame This is where Causeway establishes an alternative perspective from the well-known Business Model approaches.

The diagram here sets to one side the business nodes in the CBA each of which has a ‘Head of Department’ - and brings attention to the data connections that are needed to make the business run smoothly.

Just as tall buildings and aircraft have loadbearing frames made of metal, businesses have load-bearing frames of information that connect the nodes to make the business operable.

The distinct element of this structure is the Busieness Connector Stack that joins the Market and Operating structures.

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To be stable, the whole structure needs to align with common Business Rules and Controls. To be dynamically agile it needs Financial Resilience in Costs and Revenues and be able to deal with both variable and growing demand.

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Maxim Two | Recognise Business Risks Business Change is an activity with high complexity and high-risk on all fronts - customer value, market demand, operations, supply chain, data systems, partners, finance, etc. The level of Business Risk warrants through review of the inherent risks, assumptions challenges and dependencies in a Business Architecture.

The concern in Maxim Two is to make the risks explicit of underlying assumptions, as well as assessments of capabilities and capacities, that have the potential to invalidate the success of a new Business Architecture.

Get managers to openly state underlying assumptions, and assessments of capabilities and capacities, that have the potential to invalidate market success.

A start point would be to review an extended Ansoff Matrix checking the impact of a new market, a new product and / or new operations The assessment can be continued by examining each node of the Connected Business Architecture and consider the risks of knowledge, capability, technology, partner capabilities, resources, and finance.

Additionally, the critical dependencies and / or critical components that need to be designed should be stated.

An understated risk Ensure there is clarity – and that it is constantly communicated concerning the context, timing, and urgency of a new Business Architecture.

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Make Business Risk visible as illustrated here.

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Establish a Risk Dashboard

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Maxim Three | Frontload Design Scenarios Design Coherence As set out above (‘Business Delivery’) Causeway is driven to deliver a Viable Business Architecture to market.

Break out of Siloed Working ‘Siloed Working’ is often baked into Change Programs organisation.

The approach is along these lines: •

Set out one solution early on

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Use the early solution to drive parallel working in the sections of the business with minimal operability cross-checking or scalability review

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See the development workload – and so time in the market as driven by workload volume not complexity

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Scope Realisation occurs in the Build Phase (as documented in Issue Lists and / or Management Reports)

This approach has two significant, latent drawbacks a) the tempo of Build is decreased and b) the likelihood of going to market with a financially and operationally flawed Architecture increases. Neither is desirable. causeway summary principles pr10c december 2023

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The Causeway approach is to build an extensive knowledge base and only then configure what is of value and can be taken to market.

This is the IDXB mindset of Insight | Design | X-check | Build.

The essential change in working practice is to: •

Start with alternative concepts (or at least variants)

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Walk through the planned and undesired stakeholder interactions in Scenario Walkthroughs

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Collate and cross-check Design Data

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Agree the Business Policies and Rules for all of the business

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Gain Scope Realisation in terms of width and complexity

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Configure a Connected Business Architecture

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Build Assets

Extensive toolkit in the Causeway Workbook In the Causeway Workbook, extensive commentary is given on how to connect customer analysis tools to the Design Data needed for Architecture design.

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The Architecture to take to market requires all the Design Data to be on the table, so that coherence between the Market and Operating Architectures can be configured. This is, again, the essence of ‘Think Slow, Act Fast’.

‘unSiloed Working’

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Viability must be built on a highly connected business in which all of the business departments transact to the same policies and rules and, secondly, a business that is structured for the dynamics of sales, demand, service, and product change.

Maxim Four | Engage and Trial Reduce business risk of ‘Known and Unknown Unknowns’ Building knowledge is creating an asset that increases the probability of success in the market.

Prove what you believe, discover the barriers you are not aware of, get engagement from partners on capability and capacity. The aim is increasing the knowledge of ‘Known Knowns’. A starting point is, of course, the risks identified in Maxim Two. The high risks of business change warrant thorough review of the inherent assumptions and dependencies in a Target Business Architecture. And in a time-pressured environment the clarity of purpose gained will reduce uncertainty and friction in the speed of Build; this is the essence of Flyvberg’s ‘Think Slow, Act Fast’7 maxim.

Forms of Engage, Verify, Trial Engagement should be built in across the Change Program Schedule to test assumptions, operations, and Architecture Connections. This can involve many techniques: Observe customers ‘in the field’

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Sketch ideas, ask willingness to switch and at what price

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Bench Research of websites, sales, and customer

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Dynamic Simulation

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Prototypes

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Bench test data subsets against Use Cases

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‘Concierge’, low-intensity, operational trials.

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Exchange control datasets through partner interfaces

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Mystery Shopping of competitors for insight

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Mystery Shopping in the market after launch

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Flyvbjerg, Bent; Gardner, Dan. How Big Things Get Done: The Surprising Factors Behind Every Successful Project, from Home Renovations to Space Exploration, 2023 causeway summary principles pr10c december 2023

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‘Walk in the customer’s shoes’ Company employees easily become stuck in a regime of meetings and PowerPoint presentations, making it hard to get out and establish solid knowledge of the customer life.

A Transformation team needs people who know the customer’s life from experience. This means actually observing in situ and ‘walking in their shoes’.

From Growth Stage to Acquisition, 2010 to 2020 In 2010 Art Norins was leading a Growth Stage hotel hospitality software business. In 2020 it was acquired by Oracle.

Art Norins, co-founder of Nor1, Hotel Reservation upgrades IBBT, iMinds Belgium, December 2010.

Speaking at iMinds, Art Norins was at pains to emphasise that he spent some months working at hotel front desks, ensuring he knew how hotel booking systems worked in practice. At the same time, he put his upgrade proposition to customers so doing market research right at the point where his idea would be deployed.

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“Nor1's system works as an overlay to the existing reservation system. There is no complex technology integration or substantial change to the existing sales process. Nor1 simply enables clients to more precisely target offerings and collect the customer interactions. Modern consumer web technologies are designed to respond in real time to customer behaviour. Nor1 enables traditional industries to gain the advantage of that innovation without changing their core processes.”

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Now the Nor1 systems are used by a variety of service businesses. As their website illustrated at the time, they are very aware of both the value to their customers and the low impact on the customers’ systems and front-of-house staff:

Maxim Five | Build Partner Alliances Little focus on Partners in Business Literature Simply put, no business will work if the partner network is not robust in its delivery.

There is abundant work on the customer need and experience, understanding the market, the internal organization, business model analysis and design, all of which are of use. There is, however, little focus in business literature on viewing a business as existing within a network of partners.

Given absolutely nothing will happen without suppliers, service partners, logistics providers and marketing agencies, the lack of attention to the Partner Network is surprising.

Build Alliances

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Plan for Market Scale o Are they capable of initialising and managing launch levels of demand o Are they capable of managing demand growth and variability o Is the cost base viable at scale / does it improve

Go early and frontload engagement with Partners: •

Identify the critical partners early on in a development program

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Design for the Sale o For existing partners discuss the impact on the current exchange and their potential capability and competency to support the new Architecture. This may lead to contract clause changes. o For new partners, enter into confidential RFI discussions early on.

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o Verify that they will engage in proving trials, don’t wait for an undesired late delivery to materialise

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o Assess if they can build in line with the launch date

Maxim Six | Assemble Supply Chain Design Data This is a specific but critical subset of Business Architecture Design.

Maxim Six sets attention on early agreement on Supply Chain and Logistics drivers.

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Service Profile – Who, What, When, Where and How

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The Customer Promise

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Operations

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Supply Side Segmentation – prioritisation, area, operating times

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The returns policy

A start checklist for initiating Supply Chain Design Not all transformations will involve physical goods or services but if they do there is a common base set of information the operations designers need.

These data are covered in depth in the Causeway Design Driver Data Notes. The headlines are:

First cut With the usual situation of infrastructure and seed volume preparations have a long-leadtime to be realised, there will be a need to create a preliminary scope statement to engage key partners.

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Business Context in particular, external factors stated in one of the ‘PESTLE’ categories

Sidebar || Supply Chain and Logistics

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Product Demand Profile

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Percentage Demand Cover Policy (High early in the Product Life Cycle, constrained at End of Life)

To shed light, a simple view of the difference between Supply Chain and Logistics is:

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Customer Order Lead-Time

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Product Design

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Product Handling and Lifetime characteristics

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Product Portfolio by stage of the Product Life Cycle

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Logistics is concerned with fulfilling individual orders, shipping volume at the least cost, to the service level of the customer promise – if it is a warehouse, forklift or a truck, it is logistics.

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Supply Chain is concerned with volume, variability, and flow of goods from source to customer in line with forecast or managed demand levels – if it is a spreadsheet of Orders met on Time In Full or of Inventory Turnover, it is Supply Chain.

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Design of procurement, supply, demand management, manufacturing, inventory, distribution is a complex and challenging business domain. The Core Design Data needed is, however, common to many Supply Chain designs.

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Supply Chain and Logistics design

Maxim Seven | Embed Business Rules and Controls If the business policies and rules are not mutually agreed across the business, there is increased probability that the Sales and Operations will be disconnected and unstable in the market.

All Business Sections working to the same rules .It is essential that all sections of the business design, build and operate in an aligned manner, working to the same Policies, Rules, and Demand Management. The change blueprint has to cover all of sales, partners, infrastructure, resources, product, services, and content along with control and regulatory requirements.

Business Rules and Controls are intrinsic to all sections of the Business as illustrated in the example table below. Any given rule needs to be embedded in many business activities.

Business Stability and Build Tempo The Business Rules will drive coherent architecture design so they have to be frontloaded in the schedule to enable the Build phase to work on a broad front. .

A major source of issues in either a traditional Issue List or an Agile liaison meeting are the business rules to be embedded into the User Interface and Code logic. Using ‘Agile Discovery’, Use Case by use Case, in a multi-discipline program will involve slow feedback loops as agreement on across many people is obtained. Frontloading these rules – in Scenario Design, Maxim Two – resolves this productivity issue as well bringing stability and coherence across the Architecture.

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Software Build can then follow using Agile tools, safe in the knowledge of one common design blueprint.

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Maxim Eight | Crosscheck and Configure Think Slow, now Act Fast Maxim Eight is focussed on the transition from Insight and Design to full Crosscheck and Build.

At a point that balances business risk with time-to-market, there is a need to agree a Target Business Architecture.

At this critical milestone the proposed Architecture should be assessed. The review covers: •

Re-visit all the risks, as established in Maxim Two, to check they have been managed

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Check the Connectivity of the Architecture using the Four Alignment checks of Maxim One

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Assess the Five Viability assessments of Maxim One.

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Check that the data in the Connector Stack is agreed for launch

Continuous review

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Maxim Eight is not a one-pass, phase end review. The review should be ongoing not only to resolve design dissonance but also ‘kick into the long grass’ i.e., park any unworkable features and functions as soon as possible.

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Operability and Scalability | Impact Review In Configuring the Target Business Architecture the management team who sign off the Configuration should be aware of the interaction between complexity of the Offer and Market Portfolio and its impact on the Operational Delivery.

The row elements in the table are connected to other aspects of the Configuration, as column headings.

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In the table cells are positive and negative symbols. These indicate that if there is an increase in a row factor, what the impact will be on the column elements.

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Maxim Nine | Build Modular Assets Any opportunity to bring forward any aspect of the Build should be taken. If this is done at risk whilst Scenarios are still being run to build the data for configuration, then do so.

If out-sourced build contracts are needed, consider a subproject with partial budget funding.

Causeway offers nine potential asset categories that can be built.

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Foundation Assets. Assets that are low-cost, self-contained and will later enable a clear path for value adding work. For example: if you cannot build without access rights to land then get working on those (‘wayleave’) agreement; website registration; penetration certification.

Partner Work. Outline the contracts in line with Design Scenario Walkthroughs. Embed in the schedule system interface reviews well before the In Market Date.

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As noted in Maxim Six go early with assembling the Supply Chain Design Data. Begin a checklist of Standard Operating Procedures during the Workshop work of Maxim Three.

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Proving Assets. Any in-depth knowledge that is built should be considered as a valuable anchor to future decision-making.

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Busieness Datasets. An essential housekeeping task is to ensure data is coherent and up-to-date.

Data Systems. This is the Use Case or User Story led software development. Adhering to Maxim Seven will ensure many issue in traditional design will have been decided.

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Political Assets. More a label rather than a distinct Asset Class, but this is the need to demonstrate Engagement and Trials.

Sales and Marketing Assets. To ensure management of the early Customer Journey

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Core to Market. Get a Core Product to Market i.e., focus on the features and functions that give the greatest value for lowest cost to build and operate. In other words

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Complex Modules. Any critical design element should be focussed early on in the program.

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Causeway Connected Business design| The Full Framework All the components come together on one canvas: At the centre is the structure of what needs to go to market Nine Maxims and Tools drive the work of building the Connected Architecture The challenges, alignments and viability assessments serve to reduce the risk of in-market failure Build will be skewed to the back end of the program but whenever an action is self-contained, the Assets should be built.

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There will be much collecting of material during the Design work. This is represented in the RightHand box.

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Services To discuss the Causeway Framework further and its use, please contact me thirdcoastas@gmail.com Presentations, Training, Mentoring and Program Review services are available.

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David Battye, Third Coast Business Consulting AS

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