In Part 2, Jenny defined her IT function's capability map, assessed it for change and defined Courses of Actions where required.
In this part, Jenny will formulate Initiatives, which are collections of Courses of Actions into logical packages of work. It is likely that an approved Initiative is delivered as a Project or Programme. Jenny will also assess her list of Initiatives to ensure that the organisation will focus on the high value and lower risk/effort Initiatives first.
In the Initiatives step, Jenny starts by scrolling down (on the left panel) and review her list of Capabilities with the corresponding Courses of Actions. She spots the Digital Marketing Capability and decides to start here by selecting the Add (+) function to create an Initiative and naming it "Digital Marketing Platform Established".
To form the Digital Marketing Platform Established initiative, Jenny drags/drops "Define Digital Marketing Strategy, Establish Digital Marketing Technology Platform and Stand-up Digital Marketing Team" Courses of Actions to the Initiative.
Jenny can see that once a Course of Action is assigned to an Initiative, then it is disabled and the colour is changed to grey. This is helpful for Jenny as she can easily see which Courses of Actions are still to be assigned to an Initiative.
Jenny continues to formulate her Initiatives until she arrives at the following Initiative map.
Having formulated her list of Initiatives, Jenny proceeds to the Prioritise Initiative function in the Initiative step. In this function, Jenny will place her Initiatives on a 2 x 2 grid which will help her assess each Initiative relative to each other from a Value against Risk/Effort perspective.
Jenny will select and drag/drop each Initiative onto the 2 x 2 assessment grid and place them based on an approximation of Value against Risk/Effort. As she place each Initiative onto the 2 x 2, she will assess each Initiative's Value and Risk/Effort relative to each other. For example, is the Value of Digital Marketing Platform Established greater than Digital Marketing Campaign? The emphasis here is to perform a relative comparison between each Initiative. Hence, actual value or actual risk measure is not required.
Jenny placed all her Initiatives onto the 2 x 2 and assessed them as illustrated below.
Note, in Jibility the Target Zone, which is like a lasso that is used to select the most important Initiatives on the 2 x 2 for roadmapping, was adjusted following further discussions by Jenny with her peers. The final 2 x 2 is shown in the diagram above. In this case, Innovation Management which although could deliver high Value posed significant risks to the organisation. A decision was made that for now this Initiative should be deferred until RedYabber had an established a Digital platform and digital capabilities.