business innovation & transformation enablement (bite) method

Business Innovation & Transformation Enablement (BITE) Method

Henrik von Scheel LEAD Developer, responsible for BITE Method

LEAD the Way

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72% of all IT projects fail*

The ratio of cost and value is broken Everybody talks about strategy, very few are able to relate the operation to it

  Economic and productivity losses of $3 Billion

(4.7 % of global GDP)

  45% run over budget

  7% behind schedule

  56% deliver less functionality than predicted

  Achieving at least $15 million in benefits, requires

spending of $59 million

* McKinsey Oxford study 2012, Delivering IT projects on time, on budget, and on value

The BITE Method relates the right objects and artifacts to ensure that the defined

innovation & transformation needs and wants within an organization, can be

executed.

From Strategy to Execution Business Innovation & Transformation Enablement Method

  Lifecycle Method   Layered Architecture Method   Decomposition & Composition Method   Maturity Reference Method   Requirement Reference Method

The BITE method fully interlinks and leverages all the LEADing Practice framework,

methods and approaches

  Business Model/ Competency Reference Framework   Process Reference Framework   Value Reference Framework   Service Reference Framework   Cloud Reference Framework   Information Reference Framework   Application Reference Framework   Data Reference Framework   Platform Reference Framework   Infrastructure Reference Framework

Structures the practitioner’s way of working Across all layers, with supporting artifacts e.g. templates & tools

The BITE method structures the LEAD objects to enable the practitioner’s way of working

with innovation and transformation aspects across all layers, with supporting artifacts e.g.

templates & tools, that have the integrated transformation and innovation principles, rules,

procedures and practices embedded.

Mthod

Strategy

CSFs

KPIs

PPIs

Process Events

Resources Functions/Tasks

Services SPIs SLA Application Components

Appl. Feature Appl. Functions

Data Service

Data Components

Platform Components

Infrastructure Components

Data Entities Data Objects

Platform Service Platform device

Infrastructure Devices Infrastructure Services

External drivers Competencies

Appl. Service

Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Business Model

Mthod

Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Business Model

Strategy

CSFs KPIs

PPIs Process

Events




Data Service Data Components

Platform Components






Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Strategy Map

Mthod

Strategy

CSFs KPIs

PPIs Process

Events




Appl. Service


Platform Components





Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Strategy Map


Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Balance Scorecard

Mthod

Strategy

CSFs KPIs

PPIs Process

Events




Appl. Service


Platform Components






Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example Balance Scorecard

LEAD Measurements Template

Mthod

Strategy (SBO)

CSFs KPIs

PPIs Process

Events




Appl. Service


Platform Components





Structures the LEAD objects to enable the practitioner’s way of working across all layers. Example LEAD Measurements Template


Structures the practitioner’s way of working Across all layers, with supporting artifacts e.g. templates & tools

The BITE method structures the LEAD objects to enable the practitioner’s way of working

with innovation and transformation aspects across all layers, with supporting artifacts e.g.

templates & tools, that have the integrated transformation and innovation principles, rules,

procedures and practices embedded.

Mthod

Strategy

CSFs

KPIs

PPIs

Process Events




Data Service

Data Components

Platform Components






Appl. Service

Definitions of Innovation and Transformation

* Oxford Dic,onaries 2012

The BITE sequence of though process Interrogative relates the LEAD objects, same context – but different way of thinking and modelling

Innovation example Business Innovation & Transformation Enablement

Analyze Existing Strategy Business Innovation & Transformation Enablement

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Analyze / Identify Existing Strategies Business Innovation & Transformation Enablement

Identify Internal & External Drivers (Competitive Forces) Business Innovation & Transformation Enablement

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External Influencing Factor   Government Regulations

  Macro Economics

  Technology changes

  Competitors & Rivals

  Joint Venture & Partners

  Supplier

Internal Influencing Factor   Strategic Business Objectives

  Critical Success Factors

  Key Performance Indicators

  Value & Performance Drivers

  Enterprise Structures

  People

  Process

  Organization

  Technology

Identify Internal & External Drivers Business Innovation & Transformation Enablement

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Identify Internal & External Drivers Business Innovation & Transformation Enablement

Understand Business Model Drivers Business Innovation & Transformation Enablement

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Innovation and Transformation Research Lesson Learned from the past 40 years

Leading and Best Practice Research, 2011/2012 Scope: 1765 CEO’s and 2936 business leaders representing all major countries and industries

Lessons Learned around Business Model Innovation and Transformation Research

Value Model The Value Model describes the different value perspectives and in an organization. A Value Model considers the aspects of external & internal value drivers, business strategy (SBO), business objectives (CSF, plan, forecast, budget), value expectation, value proposition and value management. It is the strategic tool to redefine what is core competitive competencies and what is no-core competencies and thereby what can and can’t create value. Characteristic of organizations that applied Value Model, where focus in the following areas:

  Value Management Strategy   Core competitive competencies and what is no-core competencies and thereby what can and can't

create value.   Process and activity optimization or innovation to support service concept and development.   Value owners responsibilities for value creation   Roles involved in the value identification, value concept and developments.   Business flow that needs to be changed optimized or developed to support new value model.   Media that will be involved in the value development and delivery.   Channels that are needed in the wished value model.   Value realization through Technology adoption and thereby the level of automation though

applications, data, platform and infrastructure.   Value measurements, in terms of critical success factors and key performance indicators to value

planning, identification, creation, realization and governance.

Examples: Over the past years Apple has develop a sophisticated value model from R&D, development partners, to retail storages to put the customers experience of value in the center by combining product, software and service. Its revenue, profit and stock price increases reflects the success of those transformation and innovation initiatives.

Value Model Describes the different value perspectives and in an organization

A Value Model considers the aspects of external & internal value drivers, business strategy (SBO), business objectives (CSF, plan, forecast, budget), value expectation, value proposition and value management.

Revenue Model

A Revenue Model defines how an organization makes money by changing the value proposition (product/ service/ value mix) - and what needs to be done to optimize the pricing model.

Characteristic of organizations that applied Revenue Model, where focus in the following areas:

•  Revenue strategy. •  Development of core competitive and core differentiating •  Pricing models and value trade off. •  Owner responsibilities for optimization and development of pricing model, value proposition and cost

cutting. •  Process integration and standardization to support the wanted revenue model developments. •  Roles involved in the concept and developments •  Business flow that needs to be changed or optimized to support new revenue model concept •  Media that will be involved in the revenue model development and delivery •  Channels that are needed in the wished revenue model •  Technology adoption, for the level of automation development though applications, data, platform

and infrastructure to cut cost •  Revenue model measurements, in terms of critical success factors & KPI.. •  Revenue model compliance to regulations and laws •  Objects in terms of products and offerings that need to be developed for a new value trade off •  Rules in terms of standards, guidelines and policies around the pricing model.

Examples: Gillette innovated the pricing model by giving away razors and making money on the blades. Netflix shifted the revenue model from product / rental based to a subscription based annuity model.

Revenue Model Defines how an organization makes money by changing the value proposition (product/ service/ value mix)

Service Model

A Service Model defines an organization’s core differentiating, main and supporting services delivered.

Characteristic of organizations that applied Service Model, where focus in the following areas:

  Services strategy   Service Objects (e.g. service product)   Service Construct (main, supporting and management services)   Development of core competitive and core differentiating services.   Service owners responsibilities for service developments.   Roles involved in the service concept and developments.   Business flow that needs to be changed or optimized to support new service model (service

provider and service consumer).   Media that will be involved in the service development and delivery.   Service channels that are needed in the wished service model.   Service technology adoption, the level of service automation though applications, data, platform

and infrastructure.   Service Level Agreements with partners   Service measurements, in terms of critical success factors and key performance indicators.

Examples: Apple Inc transformed the music industry through a new way of connecting hardware with software, to download music by using a combination of iPods/iTunes products and services.

Virgin transformed from one value chain to another, leveraging its brand across industries including airline, media and telecom.

Service Model Defines an organization’s core differentiating, main and supporting services delivered

Performance Model

A Performance Model is what defines an organizations ability to perform effectively and efficiency to determine success or alignment with value objectives and goals.

As a part of any Performance Model are definition of performance goal, indicators and measures e.g. Business Process Improvement (BPI), Key Performance Indicators (KPI) and Process Performance Indicators (PPIs). This includes personalized key performance metrics (KPIs) and benchmarks that drive the financial and operational success of the company as well. Characteristic of organizations that applied Performance, where focus in the following areas:

  Performance strategy.   Business competencies that need to perform in order to create the right results   Process and activity optimization or innovation to create the needed performance.   Performance owners responsibilities for performance developments.   Roles involved in the performance concept and developments.   Business flow that needs to be changed or optimized to support new performance model.   Media that will be involved in the performance development and delivery.   Channels that are needed in the wished performance model.   Performance increased by technology adoption and thereby the level of performance

automation though applications, data, platform and infrastructure.   Performance measurements, in terms of business performance indicator, key performance

indicators and process performance indicator.

Examples: Toyota developed the Kaizen performance model. Kaizen strategy calls for a never-ending effort of improvement involving everyone in the organization – managers and workers alike.

Performance Model Defines an organizations ability to perform effectively and efficiency to determine success or alignment with value objectives and goals.

Cost Model

The cost model describes all costs incurred to operate in an organization supporting the service model and revenue model.

Characteristic of organizations that applied Cost Model, where focus in the following areas:

  Cost Cutting strategy.   Cost Construct (main, supporting and management cost)   Identification of Non-Core competencies for the potential of standardization, integration and or

outsourcing.   Process and activity optimization or standardization to cut cost.   Cost owners responsibilities for cost cutting.   Capture cost drivers, not just cost elements   Object cost reduction to impact total cost of ownership   Cost-Benefit Analyses Support Role   Roles involved in the service concept and developments.   Business flow that needs to be changed or optimized to reduce cost.   Media that will be involved in the cost reduction.   Channels that are impacted by the cost reduction potential.   Technology adoption, the level of standardization and integration within the automation though

applications, data, platform and infrastructure.   Cost measurements, in terms of critical success factors and key performance indicators.

Examples: Over the years the McDonald's Corporation has worked with suppliers to develop a sophisticated model to optimize operating costs. Nokia overcame high network infrastructure costs through innovative ‘village network’ solutions that allowed it to offer affordable phone service to rural consumers in India.

Cost Model Describes all costs incurred to operate in an organization

Operating Model

An organization’s operating model describes how an organization operates across business competencies, functions, process, organization and technology domains in order to deliver the performance and value defined by the organization. The purpose of an operating model is to make better-informed business decisions and to improve organization performance and profitability.

Characteristic of organizations that applied Operating Model, where focus in the following areas:   Operating model strategy   Development and transformation of operating model to ensure continuous consistency of core competitive

and core-differentiating competencies.   Process integration, standardization for a focused, responsive, flexible & robust operating model.   The Owner responsibilities for standardizing & integrating the operating model of one's organization   Roles involved in the operating model concept and developments   Business flow that needs to be standardized, changed or optimized to support new operating model concept   Media that will be involved in Operating Model development and delivery   Channels that are needed in the wished Operating Model   Technology adoption e.g. applications, data, platform and infrastructure, for the level of Enterprise Operating

Model integration, standardization, optimization and renewal   Operating Model measurements, in terms of critical success factors and key performance indicators that are

linked to the business strategy   Compliance to business regulations and laws   Services delivered internal as well as external to partners, suppliers and customers around the new or

transformed Operating Model initiative.   Objects in terms of products, application or data that need to be standardized & or integrated   Rules in terms of standards, guidelines & policies to ensure the right monitoring, control & optimization

initiatives.

Examples: Levi Strauss set up its first retail store in India in 1995 while partnering with multiple local manufacturers, and even today the bulk of the company’s denim products in India are manufactured by Arvind Mills, now the world’s third largest denim manufacturer and supplier to other marquee apparel brands.

Operating Model Describes how an organization operates across business competencies, functions, process, organization and technology domains in order to deliver the performance and value defined by the organization.

Business Model Domain Innovation and Transformation

Relating External Drivers to Business Model Domains

Outline Strategic Business Objectives Business Innovation & Transformation Enablement

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G

Industry exposure to external forces e.g. macroeconomics

Low High

Organizations geographic exposure to recession/crisis e.g. demographics, environment

Low High Low High

Organizations market position e.g. rivals, complementors

Strong Weak Strong Weak Strong Weak Strong Weak

Strengthen Growth Raise growth through penetrating new service markets and segments Amplify growth through partnering Boost revenue through Service & Price optimization Increase revenue through developing new Sales & Service channels Enlarge growth through expanding the Service/Product portfolio Increase revenue with existing customers Increase growth through mergers and acquisitions

Cost Eficiency Optimize Cost, Cash Flow and Capital Decrease Administration Costs Reduce Sales Costs Shrink Cost of Goods Sold Reduce Income Tax

Improve Competitiveness

Strengthen organizational developments Faster Time-to-Market Advance Customer Interaction Improve Customer Satisfaction & Loyalty Boost Brand Awareness Increase Partner & Relationship Collaboration Improve Responsiveness

Lower Risk Secure long term funding Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6

Increase Risk Insight & Intelligence 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Divest areas

Opera,onal Develop Resource Management 6 6 6 6 6 6 6 5, 6

Outline Strategic Business Objectives Business Innovation & Transformation Enablement

Identify Performance & Value Opportunities Business Innovation & Transformation Enablement

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Low High


Low High Low High




Cost Eficiency Optimize Cost, Cash Flow and Capital Decrease Administration Costs Reduce Sales Costs Shrink Cost of Goods Sold Reduce Income Tax


Strengthen organizational developments Faster Time-to-Market Advance Customer Interaction Improve Customer Satisfaction & Loyalty Boost Brand Awareness Increase Partner & Relationship Collaboration Improve Responsiveness 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3

Lower Risk Secure long term funding Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6



Identify Performance & Value Opportunities Business Innovation & Transformation Enablement

High Importants Medium Importants Low Importants

Analyze CAN, WANT and SHOULD DO scenario Business Innovation & Transformation Enablement

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Analyze CAN, WANT and SHOULD DO scenario Business Innovation & Transformation Enablement

Organization CAN DO   Capability   Employee   Core Competencies   Production Faculties   Service   Product   Process

Organization WANT DO   Business Idea   Leadership preference   Leadership vision   Goal   Declaration of Intent   Value

Organization SHOULD DO   Competitive Situation   Client Side   Supplier Side   Distribution Situation   Encourage Factors

Analyze & Benchmark Strategies Business Innovation & Transformation Enablement

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Low High


Low High Low High



Strengthen Growth Raise growth through penetrating new service markets and segments 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2

Invest / divest

Amplify growth through partnering 1 1 1 1 1 1 1 1 Boost revenue through Service & Price optimization 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 Increase revenue through developing new Sales & Service channels 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2

Invest / divest

Enlarge growth through expanding the Service/Product portfolio 2 2 2 2 2 2 2 2 Increase revenue with existing customers 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 Increase growth through mergers and acquisitions 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6

Cost Eficiency Optimize Cost, Cash Flow and Capital 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 Decrease Administration Costs 3 3 3 3 3 3 3 3 Reduce Sales Costs 3 3 3 3 3 3 3 3 Shrink Cost of Goods Sold 3 3 3 3 3 3 3 3 Reduce Income Tax 3 3 3 3 3 3 3 3


Strengthen organizational developments 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Faster Time-to-Market 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Advance Customer Interaction 5 5 5 5 5 5 5 5 Improve Customer Satisfaction & Loyalty 5 5 5 5 5 5 5 5, 6 Boost Brand Awareness 5 5 5 5 5 5 5 5 Increase Partner & Relationship Collaboration 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Improve Responsiveness 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6

Lower Risk Secure long term funding 6 6 6 6 6 6 6 6 Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6



High Importants 1 = Revenue Model 4 = Performance Model Medium Importants 2 = Service Model 5 = Value Model Low Importants 3 = Cost Model 6 = Operating Model

Analyze & Benchmark Strategies Business Innovation & Transformation Enablement

Identify Pain & Goal Chain Business Innovation & Transformation Enablement

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Identify Pain & Goal Chain Business Innovation & Transformation Enablement

Identify Critical Success Factors Business Innovation & Transformation Enablement

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Identify Critical Success Factors Business Innovation & Transformation Enablement


Cost Efficiency Optimize Cost, Cash Flow and Capital Decrease Administration Costs Reduce Sales Costs Shrink Cost of Goods Sold Reduce Income Tax

Improve Competitiveness Strengthen organizational developments Faster Time-to-Market Advance Customer Interaction Improve Customer Satisfaction & Loyalty Boost Brand Awareness Increase Partner & Relationship Collaboration Improve Responsiveness

Lower Risk Secure long term funding Ensure Compliance Improve Risk Planning Enhance Risk Management Advance Business Recovery Increase Risk Insight & Intelligence

Operational Excellence Develop Resource Management Strengthen Service/Product Development Improve Service/Product Delivery Enhance Corporate Services Improve Information Management

Define Innovation and Transformation needs Business Innovation & Transformation Enablement

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Revenue Model

Service Model Cost Model Performance

Model Value Model

Operating Model

Business Competency Develop the organizational competencies

Organizational Construct/Design

Slimline and optimize the Organizational Construct Redesign the organizational business areas according to revenuestream Improve balance between buy and lease Reduce organizational complexity Integrate and standardize business functions and service

Business Capability Develop business capabilities Identify reduntant capabilities Leverage strong/unique partner capabilities Invest in core capabilities

Business Resource Better resource and skills performance Improve account management skills of staff Improve ability to attract talent Optimize operation resources

Core Differentiating Competency

Invest in core competitive competencies Develop core differentiating competencies Identify which competencies are non-core competencies for the potential of standardization, integration and or outsourcing. (X) X X Increase critical competencies through partnership, merger and acquisition X X

Process Cross Organizational process development and optimization (X) X X Select which process and activity


High Importants Medium Importants Low Importants

Create Strategy Map Business Innovation & Transformation Enablement

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Create specific Innovation Transformation Strategy Map

Create Strategy Map Business Innovation & Transformation Enablement


Low High


Low High Low High



Business Strategy Define strategy in terms of how to win, adapt or even survive: Strengthen Growth Raise growth through penetrating new service markets

and segments 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 Invest / divest

Amplify growth through partnering 1 1 1 1 1 1 1 1 Boost revenue through Service & Price optimization 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 1, 2, 3 Increase revenue through developing new Sales & Service channels 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2 1, 2

Invest / divest

Enlarge growth through expanding the Service/Product portfolio 2 2 2 2 2 2 2 2 Increase revenue with existing customers 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 1, 5 Increase growth through mergers and acquisitions 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6

Cost Eficiency Optimize Cost, Cash Flow and Capital 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 3, 6 Decrease Administration Costs 3 3 3 3 3 3 3 3 Reduce Sales Costs 3 3 3 3 3 3 3 3 Shrink Cost of Goods Sold 3 3 3 3 3 3 3 3 Reduce Income Tax 3 3 3 3 3 3 3 3


Strengthen organizational developments 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Faster Time-to-Market 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 4, 6 Advance Customer Interaction 5 5 5 5 5 5 5 5 Improve Customer Satisfaction & Loyalty 5 5 5 5 5 5 5 5, 6 Boost Brand Awareness 5 5 5 5 5 5 5 5 Increase Partner & Relationship Collaboration 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 Improve Responsiveness 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6 5, 6

Lower Risk Secure long term funding 6 6 6 6 6 6 6 6 Ensure Compliance 6 6 6 6 6 6 6 6 Improve Risk Planning 6 6 6 6 6 6 6 6 Enhance Risk Management 6 6 6 6 6 6 6 6 Advance Business Recovery 6 6 6 6 6 6 6 6



High Important 1 = Revenue Model 4 = Performance Model Medium Important 2 = Service Model 5 = Value Model

Low Importants 3 = Cost Model 6 = Operating Model

Understand / Create Scorecard Business Innovation & Transformation Enablement

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Understand / Create Scorecard Business Innovation & Transformation Enablement

Create Value Map Business Innovation & Transformation Enablement

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Create Value Map Business Innovation & Transformation Enablement

Create Performance Measurements Business Innovation & Transformation Enablement

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Create Performance Measurements Business Innovation & Transformation Enablement

Priorities Innovation & Transformation Initiatives Business Innovation & Transformation Enablement

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Revenue Model

Service Model Cost Model Performance

Model Value Model

Operating Model

Business Competency Develop the organizational competencies X X

Organizational Construct/Design

Slimline and optimize the Organizational Construct X X Redesign the organizational business areas according to revenuestream X (X) X Improve balance between buy and lease (X) X Reduce organizational complexity (X) X X Integrate and standardize business functions and service X (X)

Business Capability Develop business capabilities (X) X Identify reduntant capabilities X X X Leverage strong/unique partner capabilities (X) X Invest in core capabilities X (X)

Business Resource Better resource and skills performance X X Improve account management skills of staff (X) X Improve ability to attract talent (X) X Optimize operation resources (X) X X

Core Differentiating Competency

Invest in core competitive competencies X X (X) X Develop core differentiating competencies X X Identify which competencies are non-core competencies for the potential of standardization, integration and or outsourcing. (X) X X Increase critical competencies through partnership, merger and acquisition X X

Process Cross Organizational process development and optimization (X) X X Select which process and activity

High Importants X = Targeted

Medium Importants (X) = Secondary target

Low Importants


Priorities Innovation & Transformation Initiatives Business Innovation & Transformation Enablement

Main take away

  The only way to innovate or transform, is by changing what you do

  The BITE Method relates the right objects and artifacts to ensure that the defined innovation & transformation needs and wants within an organization, can be executed.

  The BITE method structures the LEAD objects to enable the practitioner’s way of working with innovation and transformation aspects across all layers, with supporting artifacts e.g. templates & tools, that have the integrated transformation and innovation principles, rules, procedures and practices embedded.

business innovation & transformation enablement (bite) method

Business

lead material

lead intellectual property

lead member

members of lead community

lead sources

lead development

lead ipr material

lead community practitioners