In July 2018, Flemish distribution grid operators Eandis and Infrax joined forces, merging into a new company called Fluvius. Its main purpose? To distribute electricity and gas to individuals, companies and local administrations, as well as provide them with other public facilities such as heat networks and telecom. In addition, Fluvius acts as a social and fall-back supplier and supports local and regional authorities in their sustainability and rational energy & water use policies through awareness campaigns and incentives including energy grants and green power certificates. The 2018 merger is expected to save 110 million euros each year, meaning that consumers will see their gas and electricity bills drop by about 36 euros.
A new business architecture for Fluvius
Just enough architecture in an agile transformation
Companies are currently in the middle of a major digital transformation. Being able to quickly respond to new customer needs and expectations is crucial. Consequently, project teams are being organised differently. For example, more and more SCRUM teams are being put together to provide software more agilely. However, a question I’ve been asked by customers repeatedly concerns the place that architecture must be given within this story. My opinion is that a minimum of architecture is always necessary. Just enough, just in time. In this blog post, I want to illustrate a technique, based on a previous project, that lets you gain a helicopter view with a minimum amount of enterprise architecture, which is something that is unarguably adding value for a company that is going through a complex transformation.
Why every project needs a benefit map
A common issue encountered on projects is that the project goals have not been clearly defined. A Benefit Map is a powerful visual to provide solace.
But do you love it?
“How do you feel about that?” It’s a question associated more with clients staring at their psychotherapist’s office ceiling than with enterprise platforms, mobile applications and their customers. Not surprisingly so; applications are often seen as embodiments of reason and logic. Their performance has objective targets and their functionalities have thoroughly analysed and well-documented requirements.
Customer journeys as a strategy guide
A while ago, I published an article in the IRM UK newsletter on business process modelling. In the article, I explain the value of and relation between different kinds of process models. I also propose to use customer journeys to guide strategic choices and investments in process (and other) improvements. In this post, I briefly summarise the key messages of the article and elaborate on how to use customer journeys as a guide for your strategic investments.