I work with clients to help them transform the way they use technology. Traditionally, these transformations have been geared towards improving business processes, reducing costs, maximising use of tech opportunities
The solutions I give are non-technical, focused on blockchain and its affiliates. I am not about coding, applications or developments however, I focus on helping design a future state infusing technology from ‘as is” to “go to.” This includes excutive level knowledge creation and transfer, organizational analysis and operations model, strategy development, people preparedness and transitions including governance. As a Blockchain Technology interrogator and opinion shaper, I interrogate the “what” and the “how.” This is designed to center decisions on whether to focus on “old” or “new” style organizations.
In collaboration with business owners and organization leaders, we work in partnership with Blockchain developers and its affiliates to catalyse, accelerate or forster Blockchain based applications for enterprises and large organosations. This include executive level deliberations, training, strategic planning, advisory services and project management. Blockchain implies the dramatic redefinition of organisations and business processes within and between companies and the general public. We provide a one-stop shop.
In navigating policy and the law, our outlook leans towards an innovative rather than risk-averse in approach. Considerations include Blockchain design and standards, Control and Protocols. Crptography, coding, nodes management, Interoperability and collaboration between parties will be subject to the law including monitoring and evaluation for assurance (audit), network development – local and global and extent of liability.
Affiliates such as cryptocurrency as a media of exchange or store of value, smart contracts, digital ID, applications, tracking, settlement and fluid DAOs are subject to policies and the law. Consequently, policies but more specifically the law need be techno neutral. Criticality for legal certainty is espoused supported by business rules cognizant of consumer protection. Think regulation, compliance and enforcement.
The policies define scope of operation and how to operate under it in a compliant manner defining the process and who the authorities are. A policy must evolve in a continuous improvement cycle that adjusts to lessons learned and a rapidly changing technological and global landscape. This reduces uncertainty and provide a guide for decision makers checking if the policies are having the impact intended. Establishing a policy position means validating that the underlying theory stands correct.
Here, we scrutinize and assess what could go wrong, their likelihood and possible impact with mitigation measures guided by tools such as the risk profile, their classification and the register. Examples are industry threats, effect on supply chain, exit barriers, change over risks, general operations and negative consequences for other business units. The objective is to balance risks, rewards and resources whilst putting in place preventive and detective controls.
We carry out a risk analysis for the implementation, establish blockchain logics to guarantee ethical behaviors with respect to human and environmental rights. Operational, scrutinize poor implementation, bugs, attacks, coding mistakes, attacks on Consensus Protocol and software, governance models, intellectual property concerns, espionage risks, and regulatory uncertainty. Scalability and technical expertise is a key component, data protection vetting and approval of participants. Risks classification is also scrutinized i.e standard risks, value transfer risks, smart contract risks, business continuity risk, BCP, strategy risk, reputational risk, Information security risk, regulatory risk, operational and IT risks, contractual risk, supplier and exposure to third-party risks. But what laws would apply to it? Who do we hold responsible for wrongs?
We ensure that strategic sequencing is right, enumerate organization hurdles towards migration to Blockchain, and build an execution plan leveraging the SWOT analysis (Org and BC specific to the strategy) and PESTLE. We take an iImpact assessment of the technology and its acquisition procedure, identify the benefits, levels of efficiency and effectiveness that is assured. Using the 4E Model theory, we establish an SP process through drawing expectations, an execution plan, the requisite ecosystem and the enablers. More important, establish the business operations where blockchain brings value compared to other technological solutions guarding against excessive effort without real benefit.
Added value and value capture is quantified, as the change management process is mapped. We offer an outlook on the new procedures and processes on blockchain deployment, integrations with internal processes and technologies, optimizations and gatekeeping ensuring full mitigation and implimentation of the risk analysis and a cost benefit analysis on associated costs having established the use cases. The business problem hould be about managing contractual relationships and value exchange to adopt blockchain and if there is need to establish trust one another, there is no need for blockchain. Risk functions need to play an active role in shaping blockchain strategy.
Identify Blockchain promising areas of adoption and understand the reasons behind it not being put to use in these areas currently and build a blockchain strategy, potential use cases, impacts, and benefits and which companies they will need to partner with to turn their plans into reality. Proof of Concept.
This segment explores the technology, gathers and analyses the plethora of possible use cases. Maps the relationship between the firm’s strategy and IT. Helps assess the alignment of the IT strategy with business strategy distinguishing strategic fit and the functional integration. We recognize that business strategy is the starting point for IT strategy and infrastructure. In this case a decentralized world without central control is a critical component. This sets out to allow globalized networks without formal institution earlier unprecedented. It includes impact assessment of this technology and its acquisition procedures.
The developments to include interoperability supported by digital strategies i.e. automation. We evaluate the internal technology level and identify technologies that can be interconnected with blockchain, the tributaries, invented or outsourced with focus on single operations, their interactions, and optimization whilst looking for operations where tokens and/or smart contracts generate value on critical performances but more important scaling down complexity for continuous incremental improvement and risk mitigation. Other key deliverables is performance comparisons with other technology solutions and change management factoring cloud computing for data storage and backup, software development and testing, disaster recovery, BCP and gate keeping.
This is designed to help foster skills, develop talent and stimulate innovation. It responds to question around how many people will be needed, what categories why, what will be their capability requirements guided by proficiency testing and a training needs analysis….. beyond technology to business development. It answeres questions on the consequences of outsourcing for human capital and inhouse capacity development. How do we strengthen our culture regarding leadership and collaboration? Think preparation, analysis of current and future org, determine key issues for hrm, orgnisation of human resource and management, action plan and implementation ensuring competitive advantage.
Analyze strengths, weaknesses, opportunities and threats of Blockchain technology specific to people. Impact assessment of this technology and its acquisition procedures. Cost–benefit-impact analysis map of the value captured by implementing the solution.
Change fails because old complacency. Leading change defines the future, aligns people and inspires them to pursue it. We invoke the 4E Model theory i.e. expectations, people and clients, execution or delivery, ecosystem, data, capabilities, and interfaces and enablers—infrastructures and support structures. We assess the adoption pathway recognizing the technological levels of the ecosystem where blockchain will be developed. We interrogate how to exploit critical processes and change management.
We prepare C-suite who must prepare people, processes, and practices for the change. All functions such as marketing, finance, operations, HR, Audit and data governance for fluency. We peg BCT adoption to business process analysis which we conduct guided by an elaborate decision flows, developing a blueprint which clearly identify the changes within the existing flows. We configure how BCT will change the workflow, communication, structure within the departments and supply chain ecosystem. A pilot project implementation helps provide a high-level assessment of the adoption and its impact on business processes and the organisation. Big Bang or Incremental is an option. We consider programming, data privacy, security requirements and regulatory issues.
Tether a project to a why, why now, and why for us. Think workflows and data silos, lack of integrated technologies, and interoperability issues. Address the structures and policies in play to ensure the longevity of success. Change individual behavior to organizational structure. Communicate ROI and WIIFM. Develop a common vision and plan for a suitable blockchain journey, identify hurdles and foster organization capacity. Create educational programmes for users, innovators and policy-makers alike.
We apply the 7-S Framework. A checklist for defining and analyzing most important elements of an organization both present org or a future state situation. (Look at my presentation with Purity) – Mintzbergs Configuration.
Organosation analysis help management determine the changes required to create capacity and requisite capabilities and to solve any coordination problems. To redesign, mintzberg speaks of operating core, strategy, top management, techno structure support staff and ideology. Organisation design entails the processes and components that enable an organisation to achieve its goals. Think core business, functions and intermediaries that will result in a new form of organisation design. Think workflows and data silos, lack of integrated technologies, and interoperability issues. New technologies are driving the emergence of “flatter”, more decentralized forms of organization. Roles would radically change enabling people to coordinate and self-govern themselves.
This answers the question how do organisations set up informed by Product, Process and People, the interfaces and interconnectedness that gives it a seamless feel. We are guided to develop an operation models that pursues Operational Excellence, Service Excellence, Sales Excellence in that order. Other considerations under “process” are the mappings, workflows and procedures, the place of systems and structures and intermediaries and outsourcing non core operations.
Help decisioning use labour, capital, technology and other resources more effectively and to achieve maximum efficiency. A decentralized world without central control. We lead the development and documentation of new procedures and processes for blockchain deployment, their integrations with internal processes and technologies. When thinking operations, we think internal logic as we remove data and functional siloes for an improved shared data and remove waste. Ensures interoperability, set the rules and interconnectedness by every node in the network.