VeriSM helps organisations to embrace "digital" and provides organisations with practical guidance on how to digitally optimise or digitally transform. Although the subject is a digital world, VeriSM is about business and not only IT. It’s about how an organisation in its totality can survive and thrive in a brave new "digital" world! VeriSM was received with great enthusiasm because it gave a concept how different frameworks, approaches, resources, etc. can be combined and applied, not just for IT but for every service provider in the organisation. With ‘VeriSM: unwrapped and applied' organizations and professionals get practical guidance in making digital transformation a reality.

1. with Johann Botha
Lead Author
VeriSM Unwrapped and Applied
BELGIUM

2. DIGITAL IS THE MAIN REASON THAT
OVER 50%
OF THE COMPANIES ON THE FORTUNE 500
HAVE DISAPPEARED SINCE 2000.
(SOURCE: WORLD ECONOMIC FORUM)

3. DATA-DRIVEN ORGANIZATIONS
ARE…
23X MORE LIKELY TO ACQUIRE CUSTOMERS
6X AS LIKELY TO RETAIN CUSTOMERS
19X AS LIKELY TO IMPROVE ROI
(SOURCE: MCKINSEY GLOBAL INSTITUTE)

4. 85%
OF MILLENNIALS ARE MORE
LIKELY TO PURCHASE A
PRODUCT OR EXPERIENCE
THAT IS PERSONALIZED
(SOURCE: CMO.CPM)

5. 27%
OF EXECUTIVES RATE DIGITAL
TRANSFORMATION AS A
MATTER OF SURVIVAL
(SOURCE: CAPGEMINI)

6. Old Business Cycles
New Business Cycles
Frequency
New cycles come faster
Amplitude
New cycles
have greater
volatility
ORGANIZATIONS NEED TO ADAPT AND REACT
FASTER THAN BEFORE TO SURVIVE.
THAT TASK GETS EVEN MORE COMPLICATED WHEN ONE
ACCOUNTS FOR THE RATE OF TECHNOLOGY CHANGE.
(SOURCE: INFO-TECH RESEARCH GROUP)

7. ENOUGH NOW
WE KNOW THE HYPE!
HOW DO WE DO IT?
Just doing it is maybe not the
best strategy in this instance.

8. Frequently asked strategic questions about
VeriSM and Digital Transformation
1. How do you know if your strategy is appropriate for a
digital age?
2. “We are an innovative organisation – we keep on
improving things” but is that enough to survive long
term? Maybe not!
3. Which products and services needs to be changed or
replaced to ensure your competitive position a digital
market
4. What about the way that you operate, should you
change that also?
5. Most organisational change initiatives fails, the larger
the change the higher the risk of failing. How do you
prevent that?

9. How do you know if your strategy is
appropriate for a digital age?
Easy (but wrong) answers.
Because
…your customer tells you so
…your sales figures tells you so
…your competitors tells your customer so
The problem with these is that its either history, or
by the time you realise your strategy is
inappropriate – you are history!

10. …you don’t constantly evaluate your products market related
performance
…you have a product or service centric strategy (versus
customer centric)
…you still don’t get the difference between digitisation and
digital transformation
…the last update to your product/service portfolio was done
more than 6 months ago!
…your gut feel tells you so
…you asked the question
Sometimes, its easier to know what you don’t want!
Erna Botha
How do you know if your strategy is NOT
APPROPRIATE for a digital age?

12. Disruptive innovation
“If you defer investing
your time and energy until
you see that you need to,
chances are it will already
be too late.”
Clayton Christensen

13. Diffusion of innovation
“Out of clutter, find simplicity.
From discord, find harmony.”
Everett M. Rogers

14. Chasms and Systems-of…..
“Technologies from a prior era,
once the focal point of innovation,
now become the scaffolding upon
which next-generation innovation
will build.” Geoffrey Moore

15. “We are an innovative organisation – we keep
on improving things, surely we must be OK?”
• How many people here feels that this applies to them?
• Tell me a bit about three major improvements in the last
24 months
• Do you understand the difference between digitisation
and digital transformation?
• Did you know that there are different rules for different
types of innovation?

16. Digitisation versus Digital Transformation
VeriSM Digital Transformation Model

17. “We are an innovative organisation – we keep on
improving things, surely we must be OK?”
What type of innovation are you doing?
Is that truly transformative?
Digitisation and other operational innovations are important
BUT they have diminishing returns!

18. Which products and services needs to be changed or
replaced to ensure your competitive position a digital
market?
SIMPLE ANSWER – ALL, everyone, your entire portfolio!
Not all needs to be digital products or service though!
Lets look at likely candidates:
EARLY MAJORITY (34%) - LATE MAJORITY (34%)
INNOVATORS(7%) EARLY ADOPTERS (14%) LAGGARDS (16%)
FUTURE
FOCUSED
INNOVATION
(DISRUPTIVE)
FUTURE
FOCUSED
INNOVATION
(DISRUPTIVE)
FUTURE
FOCUSED
INNOVATION
(DISRUPTIVE)
CUSTOMER
FOCUSED
INNOVATION
(SUSTAINING)
OPERATIONAL
FOCUSED
INNOVATION
(EFFICIENCY)
OPERATIONAL
FOCUSED
INNOVATION
(EFFICIENCY)
INSIDE THE ORGANISATION
99.9%
GUARANTEED TO
FAIL UNDER
NORMAL
OPERATIONAL
CONDITIONS!
POINTLESS
DON’T
BOTHER

19. My preference of tools or methods
VeriSM provides high-level NON- prescriptive
guidance, sometimes its handy to get more detailed
guidance. Here is MY (VeriSM compatible but mot
prescribed) tools to use:
EARLY MAJORITY (34%) - LATE MAJORITY (34%)
INNOVATORS(7%) EARLY ADOPTERS (14%) LAGGARDS (16%)
FUTURE
FOCUSED
INNOVATION
(DISRUPTIVE)
BIC (Explore),
Design Thinking,
Kaikaku (Lean),
Lean Start-up &
Agile
FUTURE
FOCUSED
INNOVATION
(DISRUPTIVE)
BIC (Explore &
Expand), Design
Thinking, Kakushin
or Kaizen (Lean),
Agile
OPERATIONAL
FOCUSED
INNOVATION
(EFFICIENCY)
BIC (Expand)
Kaizen (Lean) &
Agile
DON’T
BOTHER
LEAN
Business
Innovation
CirclesTM
LEARN
MEASURE
BUILD
NEW IDEAS
assumptions MVP
actionable
metrics
persevere
pivot
From the Lean Startup © Eric
Ries 2011

20. This is new and
(most probably)
replacing something
else in your existing
portfolio. Must be in
a sandbox.
Look for users of the product
that are not mainstream. Start
developing something new for
them. Do this by creating a
innovation sandbox to focus on
building an MVP
Keep cutting
overheads/cost
Listen to customers and improve products by
adding features or by refining offering.
You can use a sandbox or do it as part of
operations
You either decided that this is a
cash cow OR you are in danger
of being too late! Urgently start
an innovation sandbox
Which products and services needs to be changed or
replaced to ensure your competitive position a digital
market?
EARLY MAJORITY (34%) - LATE MAJORITY (34%)
INNOVATORS(7%) EARLY ADOPTERS (14%) LAGGARDS (16%)

21. What about the way that you operate, should you
change that also?
The TOP-JOB of leadership in organisations are?
A PORTFOLIO DRIVEN ORGANISATIONS
PRODUCT OWNER 1
PRODUCT OWNER 2
Value-stream 1 (part of service Y)
Value-stream 2 (part of service Y)
Value-stream 3 (part of product X)
Value-stream A (feature of product Z)
Value-stream B (feature of product Z)
Value-stream C (service α)
CUSTOMER 1
CUSTOMER 1
CUSTOMER 2
CUSTOMER 2
CUSTOMER 3
RESOURCES
CAPABILITIES







 


 


© JH Botha – Business Innovation CirclesTM
Portfolio Management!

22. Which products and services needs to be changed or
replaced to ensure your competitive position a digital
market?
•Two alternatives (in fact we use both!)

23. Short answer – be a better leader!
Slightly longer answer - Lean Management
principles – evolutionary change sticks!
Most organisational change initiatives fails, the larger
the change the higher the risk of failing. How do you
prevent that?

24. Most organisational change initiatives fails, the larger
the change the higher the risk of failing. How do you
prevent that?
Second short answer – Embrace Agility (NOT agile)
Slightly longer answer – agility is about thinking differently not a
method, its always hard work for leaders!
Release Date
Aug 2019

25. The VeriSM™ approach supports organizations to better
select, apply & integrate methodologies, frameworks and
technologies that support their daily operations and
strategies – and govern them under one model

27. VERISM CASE
STUDY
SUMMARIES
VeriSM™ is COMMUNITY DRIVEN

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