Things We Do Not Do
... we prevent a planned success make things worse
Go2Cab has a list of Things we do not do. The list includes classical methods for undertaking “as is,” “to be,” gap analysis, operating model construction, roadmaps, etc. Unlike traditional methods, the Go2cab Evidence-Based Decision-Making framework avoids wasting the Client’s time on business transformation.
Wasteful Workshops
Things We Do NOT Do include:
>> Go2Cab avoids wasting the Client’s time during business transformation.
>> We do not tell what you already know.
>> We do not ask classical questions and must remember (or ignore) asking the right questions.
>> We only collect a few posted notes with content that does not address your real pain.
>> We do not author ambiguous, non-traceable or non-testable business or solution requirements that may look cool but neither add value to your “Value Chain” nor make sense when compared with your desired targets.
Misleading Statistics
In cases where reports become evidence, such facts are no more than a visualisation of raw count, averages and percentages over time. Clients have been trapped into using the wrong evidence, be it data collected or the presentation of bubble charts or heat maps as a consolidated outcome. Even with this, one of the mistakes is treating categorical data as mixed with numerical data. Another common mistake is relying on the height of a bar or percentage to reflect the significance of the topic, which, in almost all cases, the latter will mislead the powers to be.
Confusing Workflows
Another “We Do NOT Do” is drawing procedural-like workflows where most Clients are ill-advised to start with the “as is” situation. First, neither the facilitator nor the audience knows the best practice. The sessions turn into gathering opinions and issues discussed, leading to a confusing “workflow”. The outcome is then generalised to topics representing the inefficient operation, such as Communication, Stakeholder Management, Lack of Automation and Reporting. Such issues are the same regardless of the domain. People ignore the details to simplify the situation, so workflows are drawn using some notation or a “magic” tool as if the notation or the tool will sort out the organisational issues. No one asks, “Do we need this part or that process?”. The louder voice is typically the winner!
