Whether the project explores new business models or optimises an existing one, our Strategy phase unites stakeholders and H&C’s technologists around a detailed picture of the opportunity.
Clients have often identified a business problem before they reach out to us. At the start of a new engagement we recommend a Strategy phase to fully explore and define the context and dynamics of the opportunity.
We use a variety of techniques to map the core processes of our client organisations.
Mapping business processes and customer journeys
Our techniques are inspired by the Value Stream Maps developed in Lean Manufacturing and Event Storming. We create visual maps in collaborative workshops using simple and flexible tools like post it notes and whiteboards. This approach maximises stakeholder engagement with our engineering and design teams.
The workshops proceed by asking participants to identify the events, triggers, and queues in a business process or customer journey. Participants write these process steps on, digital or analogue, Post-It Notes and arrange them in order on the wall or digital whiteboard. As long as we have a big enough wall, this simple technique can map very large and complex processes.
This process creates consensus on opportunities to minimise waste, reduce lead times, increase productivity and improve quality.
Identifying opportunities to optimise and disrupt
Further analysis takes place in interviews, small groups and through data analysis and market research. The goal is to quantify the business impact of the opportunities and to understand the feasibility of technology-based solutions. We aim to formulate a concrete measurable business case that justifies an investment.
A catalyst for change
The Strategy phase concludes with the submission of a detailed report including process/journey maps, technology and market analysis, KPIs to measure business impact, and a series of recommendations. H&C’s Strategy phases have been the catalyst for some of the most disruptive initiatives in modern industry.