Other management questions

General: Agility transformation analysis 1 From complex to simple
  • Why does complexity matter?
  • What’s dangerous about complexity?
  • Why do people like simplification?
  • Why should every organization simplify its offering?
  • How do organizations simplify?
  • How do founders and CEOs simplify?
  • How do managers simplify?
  • How do front-line workers simplify?
  • Why is simplification the future of organizations?
  • What comes after simplification?
General: Agility transformation analysis 2 From top-down to autonomous
  • Why does autonomy matter?
  • What’s not working about top-down orders?
  • Why does autonomy work?
  • Why should many organizations switch to team-based autonomy?
  • Why should some organizations (and most organizations in certain situations) stick with top-down command & control?
  • How do organizations switch from top-down to team-autonomous decision-making?
  • How do managers switch from top-down to team-autonomous decision-making?
  • How do front-line workers adopt team-autonomous behavior?
  • Why is team autonomy the future of business?
General: Agility transformation analysis 3 From project to process & product
  • Why does classical project management fail so often?
  • Why is a switch to agile project management not sufficient?
  • How do organizations switch from projects to processes?
  • How do organizations switch from projects to (service) products?
General: Agility transformation analysis 4 From waterfall to agile
  • Why doesn’t upfront planning work?
  • What are the alternatives to upfront planning?
  • What’s agile working?
  • Why is agile working simpler than many expect?
  • Why do organizations not need agile consultants, coaches, and other bullshit roles?
  • How do organizations start with agile work?
General: Agility transformation analysis 5 From leadership to learning
  • Why is leadership such a big topic?
  • Why is people selection so important?
  • What kind of people should organizations look for?
  • How do organizations justify big salaries for the very best leaders?
  • How is the educating leader an alternative?
  • How do organizations assess people for learning and education capabilities?
  • How do organizations adopt the knowledge and wisdom of new people?
  • How do organizations select educating leaders?
General: Agility transformation analysis 6 From idea to implementation
  • Why do organizations need ideas?
  • Why do organizations need implementation?
  • Why do organizations fail at ideation?
  • Why do organizations fail at implementation?
  • How do organizations create ideas for initiatives?
  • How do organizations drive implementation?
  • How do organizational leaders drive implementation and adoption?
General: Agility transformation analysis 7 From chaos to process
  • Why are organizational processes so important?
  • Why is process management so important?
  • Why did the "process management" profession fail?
  • Why is classical process management a management fad?
  • What are the alternatives to the classical process management approach?
  • How could simplified process management work?
  • What are the components of a simplified process management approach?
  • How do organizational leaders drive the implementation and adoption of a simplified process management approach?
General: Agility transformation analysis 8 From push to pull
  • What's the difference between push and pull processes?
  • Why do push processes so often fail?
  • How do pull processes work?
  • How could your organization enable people to pull work packages?
  • How does your organization reward people pulling work?
  • How does your organization create a culture of self-directed work?
General: Budgeting process analysis
  • What’s your organizational unit?
  • How do you evaluate your budget?
  • How do you communicate your budget?
  • How do you control your costs?
  • How do you conduct budget control meetings?
  • What’s the cadence for the budget control meeting?
  • Who participates in the budget control meetings?
General: Business case analysis
  • What is the overall case of the new investment?
  • What is the function of the new investment?
  • What are the benefits of the new investment?
  • What are the costs of the new investment?
  • What are the risks of the new investment?
  • What is the recommendation for the next steps?
General: Business case review
  • What’s the new investment?
  • What’s the investment description?
  • How does the investment support your organization’s higher goals?
  • How do you align the new investment with your organization’s long-term investment strategy?
  • How do you align the new investment with your short-term budget planning?
  • What are alternatives to the proposed new investment?
  • How long/good can we proceed without this new investment?
  • What’s the final assessment of the new investment?
  • What’s the final decision regarding the proposed new investment?
General: Decision feedback
  • On a scale of 0 to 10, how likely are you to recommend this decision?
  • How do you agree with the decision made?
  • How do you disagree with the decision made?
  • What’s your additional feedback about the decision made?
General: Document feedback
  • Which document do you provide feedback on?
  • On a scale of 0 to 10, how likely would you be to recommend this document to others?
  • What do you like about this document?
  • What can the author improve about this document?
General: Document response
  • What kind of document are you submitting?
  • Please enter your full-text response.
  • Please upload your files.
General: Form response request
  • Which form should the recipients fill-in?
  • Whom should recipients specify as the recipient of the form response?
  • Should the form be filled out with the help of an interview?
  • How do recipients schedule an interview?
General: Form test
  • Which form are you referring to?
  • What’s your experience with the developed form?
  • How many times have you filled in this form until now?
  • On a scale of 0 to 10, how likely would you be to recommend this form to others?
  • On a scale of 0 to 10, how likely would you be to recommend this form’s usability to others?
  • On a scale of 0 to 10, how likely would you be to recommend this form’s effectiveness?
  • On a scale of 0 to 10, how likely would you be to recommend this form’s efficiency?
  • Which other fields should the form developers include? Why?
  • Which fields should the developers remove? Why?
  • Which other form changes do you recommend?
  • How did you experience the process around the form?
  • What do you want to automate about this process?
  • What’s your additional feedback about this form?
  • What do you need to regularly use this form?
  • What do you need to tell your coworkers about this form?
  • What else do you need regarding this form and process?
General: Forms adoption analysis
  • Which processes/tasks are most work-intense for you?
  • Which process/project tasks take up too much time?
  • Which tasks has your team tried to streamline? How?
  • Which approach do you normally use to automate workflows?
  • How do you interact with other teams through these process/project tasks?
General: Five why analysis
  • What is the issue?
  • Why?
  • Why?
  • Why?
  • Why?
  • Why?
  • What is the conclusion?
  • What are the next steps?
General: Improvement proposal
  • What’s the problem?
  • What’s the solution?
  • What’s the desirability of this idea?
  • What’s the feasibility of this idea?
  • What’s the viability of this idea?
  • What are the disadvantages and risks of this idea?
General: Initiative proposal
  • What’s the need for change?
  • Who could sponsor the initiative?
  • What’s the current situation?
  • What’s the desired future state?
  • What’s the problem?
  • What are the recommendations?
  • What should you prioritize?
  • What’s the solution?
  • What’s the action plan?
  • How do you test the solution?
  • How would you refine the solution?
  • How would you implement the solution?
  • How would you facilitate the solution adoption?
General: Investment analysis
  • How do you evaluate the value you produce?
  • How do you quantify the value you deliver?
  • How do you control the value you produce?
  • How do you compare the projected investment with the delivered?
  • How do you create good practices to control investments in the future?
  • How do you inform the stakeholders about your investments?
General: Ishikawa analysis A
  • What’s the challenge?
  • What are people-related issues?
  • What are machine (equipment, information) related issues?
  • What are material (material, information) related issues?
  • What are method (process, procedure, system) related issue?
  • What are measurement (inspection, overview) related issues?
General: Ishikawa analysis B
  • What’s the challenge?
  • What are the surrounding issues?
  • What are the supplier issues?
  • What are the systems issues?
  • What are the skills issues?
General: Ishikawa analysis C
  • What is the challenge?
  • What are the people issues?
  • What are the process issues?
  • What are the technology issues?
  • What are the information issues?
  • What are the external issues?
General: Organizational communities operations 1 Setup request
  • What kind of community do you want to set up?
  • What’s the purpose of this community?
  • Who do you propose as the community leader?
  • What’s the state of the planning process for this community?
  • Who supports this community’s setup?
General: Organizational communities operations 2 Closure request
  • Which community do you want to close?
  • What are the reasons to close this community?
  • Who supports this community’s closure?
  • Who doesn’t support this community’s closure?
  • Which community will overtake the content of the community to be closed?
  • Which community will overtake the tasks and responsibilities of the community to be closed?
General: Organizational communities operations 3 Restructuring
  • Which communities do you want to restructure?
  • What makes a community restructuring necessary?
  • Which communities do you want to separate?
  • Which communities do you want to merge?
  • Which communities do you want to assign a new topic?
  • Which communities do you want to close?
  • Which communities do you want to set up?
General: Organizational communities setup 1 Requirements
  • What are your challenges/requirements/preferences regarding your organization’s structure (e.g., org chart)?
  • What are your challenges/requirements/preferences regarding your organization’s internal cooperation and coordination?
  • What are your problems/requirements/preferences regarding your organization’s internal information and knowledge management?
  • What are your challenges/requirements/preferences regarding your organization’s speed of decision-making and execution?
  • Are there any other relevant organizational challenges?
General: Organizational communities setup 2 Hierarchy reduction
  • What are the current challenges of the organizational hierarchy?
  • Why should your organization think about flattening the organizational structure?
  • What are the alternatives to flattening the organizational structure?
  • What positive/negative consequences could the flattening have?
General: Organizational communities setup 3 Community
  • What’s your feedback regarding flexing your organization’s structure?
  • What’s your feedback regarding sharing more information between teams?
  • What’s your feedback regarding setting up organizational communities as a way to manage information and work more flexibly?
  • What’s your feedback regarding setting up organizational communities in addition to existing organizational structures (e.g., hierarchical and projects)?
General: Organizational communities setup 4 Setup
  • What are the criteria for setting up a community?
  • How many communities would be useful for your organization?
  • What are some possible communities for your organization?
  • Which mistakes should your organization avoid when setting up communities?
  • What’s your other feedback regarding setting up a community-based organization?
General: Organizational communities setup 5 Interaction
  • What are the key activities in the future communities?
  • What are the activities communities shouldn’t do?
  • How should communities communicate internally?
  • How should communication flow between communities?
  • What other interaction design elements are relevant?
General: Organizational communities setup 6 Management
  • What’s necessary to manage an organization based on communities?
  • What can individuals do to support the community model?
  • What are the daily/monthly/yearly activities in a community?
  • What are the overall daily/monthly/yearly activities for all communities?
  • What guidance do people and managers/leaders need to make the community model successful?
General: Organizational culture analysis
  • What’s your organization’s vision?
  • What’s your organization’s mission?
  • What’s your organization’s strategy?
  • How do you define your organization’s operations from a cultural viewpoint?
  • How do you define your organization’s leadership approach?
  • How do you evaluate your organization’s teamwork?
  • How do you evaluate your organization’s coaching and feedback culture?
  • How do you evaluate your organization’s mentoring and sponsorship culture?
General: Requirements analysis 1 Culture
  • What are the leadership challenges/requirements?
  • What are the decision-making challenges/requirements?
  • What are the execution challenges/requirements?
  • What are the VUCA challenges/requirements?
  • What are the innovation challenges/requirements?
General: Requirements analysis 2 Process
  • What are the current solution’s command & control challenges?
  • What are the future solution’s command & control requirements?
  • What are the current solution’s communication & coordination challenges?
  • What are the future solution’s communication & coordination requirements?
  • What are the current solution’s cooperation & collaboration challenges?
  • What are the future solution’s cooperation & collaboration requirements?
  • What are the current solution’s information & knowledge challenges?
  • What are the future solution’s information & knowledge requirements?
  • What are the current solution’s continual improvement challenges?
  • What are the future solution’s continual improvement requirements?
  • What are the current solution’s organizational change challenges?
  • What are the future solution’s organizational change requirements?
General: Requirements analysis 3 Technology
  • What are the current functional challenges?
  • What are the future solution’s functional requirements?
  • What are the current solution’s reliability challenges?
  • What are the future solution’s reliability requirements?
  • What are the current solution’s usability challenges?
  • What are the future solution’s usability requirements?
  • What are the current solution’s flexibility challenges?
  • What are the future solution’s flexibility requirements?
General: Requirements analysis 4 Compliance
  • What are the current solution’s legal requirements?
  • What are the future solution’s legal requirements?
  • What are the current solution’s contractual challenges?
  • What are the future solution’s contractual requirements?
  • What are the current solution’s certification challenges?
  • What are the future solution’s certification requirements?
  • What are the current solution’s payment challenges?
  • What are the future solution’s payment requirements?
General: Task order
  • Who receives the order?
  • What’s the vision?
  • What’s the mission?
  • Who are the stakeholders?
  • What’s the situation?
  • What’s the intent?
  • What are the objectives?
  • What are the outputs?
  • What’s the methodology?
  • What’s the tactic?
  • What’s the process?
People: Agile prioritization facilitation
  • How do you prioritize individuals and interactions over processes and tools?
  • How do you prioritize working software tools and management systems over comprehensive documentation?
  • How do you prioritize customer collaboration over contract negotiations?
  • How do you prioritize responding to changes over following plans?
People: Coaching session
  • What are you thinking about now?
  • What else can you think of here?
  • What’s the (real) challenge?
  • What do you (really) want?
  • How can I help you?
  • What should you prioritize?
  • What can/did you learn?
People: Commitment facilitation
  • How do you support the team?
  • How do you go the extra mile?
  • How do you stay at home when sick to protect the team?
  • How do you be on time instead of keeping the team waiting?
  • How do you define work done? (”definition of done”)
  • How do you make personal contributions for the sake of the team?
  • How do you support team members with difficult tasks?
People: Courage facilitation
  • How do you select the hardest task instead of cherry-picking work?
  • How do you speak out loud about problems and challenges instead of sweeping them under the carpet?
  • How do you challenge our teammates on their thinking and doing?
  • How do you challenge people regardless of their position or level?
  • How do you stand firm on opinions even if we are the minority?
  • How do you support others at all times?
  • How do you do the right thing?
People: Goals facilitation
  1. How do you envision the solution?
  2. How do you frame the goal of the sprint?
  3. How do you focus on the work instead of getting distracted?
  4. How do you give the attention a task demands even if you don't like it?
  5. How do you stay efficient even if you appreciate the task?
  6. How do you prevent procrastinating?
  7. How do you provide regular updates on your work to keep people informed?
People: Innovator job interview
  • What promising things did you learn about in school / your current organization?
  • What are some interesting things happening at other companies?
  • What are the most important trends in your industry?
  • Who are our most promising competitors?
  • What are our competitors doing and planning?
  • What are some possible disruptive innovations for us in the future?
  • What innovations have you imagined, developed, and/or implemented before?
  • What’s the business idea you are working on in your free time on?
  • What would you tell our CEO to change about our business?
  • How do you handle setbacks and failures? How do you motivate yourself?
  • How do you handle the improper support of your employer of your ideas?
People: Leadership approach design 1 Values
  • What are your core values?
  • How do you express your thoughts in a unique way?
  • How do you align your values with that of your employer?
  • How do you explain your values to your teammates?
  • How do you provide opportunities for your team to share their values?
  • How do you align on your different values?
People: Leadership approach design 2 Example setting
  • How do you prove your words by your actions?
  • How do you show commitment to the values you share?
  • How do you tell stories to encourage your colleagues?
  • How do you highlight your values in daily communication?
  • How do you ask teammates for feedback about your values and their implementation?
  • How do you incorporate the feedback received?
People: Leadership approach design 3 Vision
  • What’s the passion that motivates you and makes you move forward?
  • How do you imagine future perspectives and possibilities?
  • How do you learn lessons from the past?
  • How do you follow up with current developments in the work environment?
  • How do you discover the knowledge, skills, and experience of your employees for future perspectives?
  • How do you involve everyone in information about future concepts of the organization?
People: Leadership approach design 4 Enlistment
  • How do you recognize your team's values?
  • How do you highlight your team members' contributions to your goals?
  • How do you speak positively and encouragingly about the future?
  • How do you recognize your team members' emotions and feelings as important?
  • How do you reflect your passion and values as part of your speech?
People: Leadership approach design 5 Challenge
  • How do you convince your team that constant change is needed?
  • How do you solve current issues?
  • How do you encourage others to think differently?
  • How do you use collective knowledge to generate new ideas and solutions?
  • How do you listen to other ideas and recommendations?
  • How do you integrate outside ideas to improve things?
People: Leadership approach design 6 Experimentation
  • How do you set achievable milestones in the engagement?
  • How do you support people to stay focused on their main responsibilities?
  • How do you communicate to others that failing is a good opportunity to learn?
  • How do you create an environment where people are not afraid to fail, but want to learn?
  • How do you challenge yourself with minor initiatives?
People: Leadership approach design 7 Recognition
  • How do you encourage trust within the team?
  • How do you promote collaboration within the team?
  • How do you show people that you care about them and their work?
  • How do you encourage people to share their knowledge?
  • How do you encourage people to offer help to others?
People: Leadership approach design 8 Celebration
  • How do you empower my team to work better?
  • How do you increase the freedom of the team?
  • How do you distribute tasks to the strengths of the people?
  • How do you train the team to build up their knowledge and skills?
  • How do you focus on questions instead of giving answers?
People: Openness to challenges facilitation
  • How do you tell bad news to the team and our stakeholders?
  • How do you adapt your language to your stakeholders' needs?
  • How do you tell news on time to prevent further problems?
  • How do you solve personal issues with people to stay productive?
  • How do you talk openly about your personal feelings?
  • How do you stick to the truth?
  • How do you show progress to your stakeholders?
People: Organizational library operations 1 Lending
  • Which book are you borrowing?
  • What’s the corresponding book ID?
  • In which month will you read the book? Please include the month in the format YYYY-MM.
People: Organizational library operations 2 Replacement
  • Which book is affected? Please include only the book ID.
  • What’s the corresponding book ID?
  • What happened? What is the current condition of the book?
People: Organizational library operations 3 New book request
  • Which book would you like to add to the organizational library? Please include the author.
  • To which reader group do you recommend this book?
People: Organizational library operations 4 Feedback
  • On a scale of 0 to 10, how likely would you recommend your organization’s library to others?
  • What additional feedback do you have?
People: Organizational library setup analysis
  • Which learning & development activities do you conduct? At what intervals?
  • What are your challenges/requirements/preferences regarding the learning time investment of the employees?
  • What are your challenges/requirements/preferences regarding learning content, formats, solutions, and tools?
  • What are your additional challenges/requirements/preferences regarding organizational learning & development?
  • What are your requirements/preferences regarding the book selection of an organizational library?
  • What are your other challenges/requirements/preferences regarding an organizational library?
  • What are your challenges/requirements/preferences regarding the book-lending process of an organizational library?
  • How many books would you read per year?
  • What do you understand as an organizational “reading culture”?
  • How could your organization create a reading culture?
  • How would you design the room containing the books?
  • How often and how long would you spend reading inside the organizational library room?
  • Which book titles would you like to see in the organizational library? Please include the author.
People: Respect facilitation
  • How do you listen to all team members?
  • How do you let everyone finish their points?
  • How do you value everyone's opinion?
  • How do you value the contribution of everyone regardless of personal preferences?
  • How do you use team resources efficiently?
  • How do you prioritize your team members before everyone else?
People: Value communication facilitation
  • Who are the stakeholders you have to integrate into your work ethics?
  • What are the communication channels to spread the word about your work ethics?
  • How do you further develop your work ethics?
  • How do you demonstrate other teams your work ethics?
  • How do you educate other teams on your work ethics?
  • Who could be the next team to work on their work ethics?
  • Are there any additional work ethics concepts you could adopt in the future?
Professional services: Client acquisition analysis 1 Publishing
  • What are the possible publishing channels (e.g. website, social media networks, newsletter)?
  • What’s the possible/optimal publishing frequency?
  • What content categories could your organization set up?
  • What would be the added value?
  • Who could overtake the role of head of thought leadership?
Professional services: Client acquisition analysis 2 Prospect search
  • Which social networks do you recommend for prospect search?
  • Which prospect geographies do you recommend including in the search?
  • Which prospect languages do you recommend including in the search?
  • Which vertical industries do you recommend including in the search?
  • Which organizational size do you recommend including in the search?
Professional services: Client acquisition analysis 3 Data gathering
  • What’s the ideal approach to prospect research?
  • What’s the process to research prospect information?
  • Where do you want to store the researched information?
  • What data points do you want to collect?
  • What’s the process to update the researched information?
  • What’s the data analysis approach?
  • What are the relevant data privacy rules and regulations?
Professional services: Client acquisition analysis 4 Outreach approach
  • Which tone and voice are appropriate?
  • How long should your outreach campaign wait before sending further messages?
  • What’s a good first message?
  • What’s a good second message?
  • What’s a good third message?
Professional services: Client analysis
  • Why did the client agree to this meeting?
  • What’s the client’s current challenge?
  • How did the client try to solve his/her current challenge?
  • Which client stakeholders are involved in this challenge?
  • Which thoughts does the client have on your organization’s solutions to solve his/her challenge?
  • What are the client’s ideas for the next steps?
  • What information does the client need as a follow-up?
  • What does your organization do to drive this engagement?
  • What’s the client’s budget for this engagement?
  • What’s the timeframe to buy your solution?
  • Who is the client’s final decision-maker?
  • How do you support the client in convincing the final decision-maker?
Professional services: Deliverables design
  • What are the written reports to be created?
  • What’s the technology to be implemented?
  • What’s the technology to be developed?
  • What’s the knowledge to be transferred to the client?
  • What’s the required alignment between the client stakeholders?
  • What are the other deliverables to be delivered?
Professional services: Engagement approach analysis A
  • How do you provide the requested information?
  • How do you provide the solution to a given problem?
  • How do you conduct the diagnosis that may redefine the problem?
  • How do you provide recommendations?
  • How do you assist the implementation?
  • How do you build consensus and commitment?
  • How do you facilitate client learning?
  • How do you improve organizational effectiveness?
Professional services: Engagement approach analysis B
  • What’s the mission?
  • What’s the delivery methodology?
  • What are the external frameworks to be used?
  • What’s the related core knowledge?
  • What are the related core skills?
  • What’s your related experience?
  • What are the thought leadership components?
  • Who are the comparable clients?
  • What are the comparable past solutions for these clients?
Professional services: Engagement closure analysis 1 Follow-up
  • How do you sell additional solutions?
  • How do you decide what to sell to whom?
  • What do you want to sell?
  • Which technology development/implementation/adoption do you want to sell?
  • Which operations outsourcing do you want to sell?
  • What training/learning support do you want to sell?
Professional services: Engagement closure analysis 2 Up-selling
  • Who else could be interested in your solutions?
  • How do you increase the hours to sell (hourly billing)?
  • How do you increase the number of decisions to be made?
  • How do you sell more technology?
  • How do you increase the degree of stakeholder alignment?
  • How do you sell more operational outsourcing?
Professional services: Engagement closure analysis 3 Cross-selling
  • What are the related topics to sell?
  • Who are the relevant customer stakeholders to talk to?
  • Who do you connect from your organization with people from the customer organization?
  • What content do you share with the customer?
  • What discussions do you initialize to get the ball rolling?
Professional services: Engagement phases planning
  • Which engagement phase are you referring to?
  • What’s the phase’s goal?
  • What‘s the phase’s input?
  • What’s the phase’s output?
  • What are the phase’s outcomes?
  • What are the phase’s dangers?
Professional services: Engagement preparation 1 Basics
  • What are the engagement people preparation practices?
  • What are the capabilities our people have to learn?
  • What are the knowledge distribution practices?
  • What are the required documents for engagement preparation?
Professional services: Engagement preparation 2 Project planning
  • Which project planning methodology do you want to use?
  • Which project planning software yo you want to use?
  • What’s a possible project planning template?
  • What’s the focus in planning this project?
Professional services: Engagement preparation 3 Agile backlog
  • Which agile methodology do you want to use?
  • Which agile planning software do you want to use?
  • Who is the selected agile facilitator? (e.g., Scrum Master)
  • What are the agile backlog structure practices?
  • What are the backlog item structure practices?
  • What’s the right number of project backlog items before project kick-off?
Professional services: Engagement preparation 4 On-site delivery preparation
  • What’s the standard itinerary?
  • What’s the hotel for the delivery team?
  • What are the recommended discount cards for the delivery team?
  • What are the negotiated group rates?
  • What are the expense-charging practices?
Professional services: Engagement preparation 5 Time tracking
  • What’s the billing model?
  • What are the time-tracking practices?
  • What are the billable time increments?
  • What software tool is in place for time tracking?
  • Who approves the time tracking?
Professional services: External staffing request
  • What external people do you need to deliver this engagement?
  • What’s the external people staffing process?
  • What’s the contract signing process?
  • Which recruiters, staffing firms, and online staffing platforms do you want to use?
  • What pay level do you offer to external people?
  • What general knowledge, experiences, and skills do you need?
  • What are the knowledge transfer practices from internal to external people?
  • What are the knowledge transfer practices from external to internal people?
Professional services: Financial proposal
  • What are the components of proposal A (cost-efficient)?
  • What are the components of proposal B (default; recommendation)?
  • What are the components of proposal C (high-end)?
  • What are the possible add-ons?
  • What’s the proposed expense policy?
  • What are the financial success criteria?
Professional services: Framework website analysis 1 User market
  • Which market is the website user’s organization in?
  • What are some related website user markets?
  • Which market are the website user's visitors not in?
Professional services: Framework website analysis 2 Visitor job
  • What’s the website user’s primary job to be done?
  • What’s the website user’s ‘Define’ job to be done?
  • What’s the website user’s ‘Locate‘ job to be done?
  • What’s the website user’s ‘Prepare‘ job to be done?
  • What’s the website user’s ‘Confirm‘ job to be done?
  • What’s the website user’s ‘Execute‘ job to be done?
  • What’s the website user’s ‘Monitor‘ job to be done?
  • What’s the website user’s ‘Modify‘ job to be done?
  • What’s the website user’s ‘Conclude‘ job to be done?
Professional services: Framework website analysis 3 User outcomes
  • What are the website user’s primary outcomes to be achieved?
  • What are the website user’s ‘Define’ job outcomes to be achieved?
  • What are the website user’s ‘Locate‘ job outcomes to be achieved?
  • What are the website user’s ‘Prepare‘ job outcomes to be achieved?
  • What are the website user’s ‘Confirm‘ job outcomes to be achieved?
  • What are the website user’s ‘Execute‘ job outcomes to be achieved?
  • What are the website user’s ‘Monitor‘ job outcomes to be achieved?
  • What are the website user’s ‘Modify‘ job outcomes to be achieved?
  • What are the website user’s ‘Conclude‘ job outcomes to be achieved?
Professional services: Framework website analysis 4 User problem
  • What’s the website user’s main challenge to get the job done?
  • What’s the website user’s cultural challenge to get the job done?
  • What’s the website user’s process challenge to get the job done?
  • What’s the website user’s technical challenge to get the job done?
Professional services: Framework website analysis 5 User needs
  • Which key advice does the website user need?
  • Which cultural advice does the website user need?
  • Which process advice does the website user need?
  • Which technical advice does the website user need?
Professional services: Framework website analysis 6 User stakeholders
  • Who are the website user’s organizational (internal) stakeholders?
  • Who are the website user’s customer stakeholders?
  • Who are the website user’s supplier stakeholders?
  • Who are the website user’s competitor stakeholders?
Professional services: Framework website analysis 7 Solution design
  • What’s the overall aim of the to-be-developed framework?
  • How does the framework support the website user to get their job done?
  • How is the framework applicable and useful, instead of only informative?
  • How does the framework provide concrete advice to get the job done?
  • How does the framework provide process guidance to lead the user?
  • How does the framework provide organizational change guidance to influence the user stakeholders?
Professional services: Framework website analysis 8 Information structure
  • What’s the best structure to provide advice?
  • What’s the best structure to provide process guidance?
  • What’s the best structure to provide organizational change advice?
Professional services: Framework website analysis 9 Framework diffusion
  • How do you communicate your new framework website?
  • How do you increase the number of website users?
  • How do you support word of mouth communication about your new framework website?
Professional services: Future improvement analysis 01 Project estimation improvement
  • How will you improve your engagement/project plan in the future?
  • How will you improve your assumption-making in the future?
  • How will you improve your business analysis in the future?
  • How will you improve your initial questioning of the customer in the future?
  • How will you improve estimating your amount of work in the future?
Professional services: Future improvement analysis 02 Future modularization
  • How do you modularize your engagement development?
  • How do you modularize your proposal writing?
  • How do you modularize your engagement pricing?
  • How do you modularize your engagement preparation?
  • How do you modularize your engagement delivery?
  • How do you modularize your organizational learning?
  • How do you modularize your feedback procedure?
Professional services: Future improvement analysis 03 Future systematization
  • How do you systematize your engagement development?
  • How do you systematize your proposal writing?
  • How do you systematize your engagement pricing?
  • How do you systematize your engagement preparation?
  • How do you systematize your engagement delivery?
  • How do you systematize your organizational learning?
  • How do you systematize your feedback procedure?
Professional services: Future improvement analysis 04 Future standardization
  • How do you standardize your engagement development?
  • How do you standardize your proposal writing?
  • How do you standardize your engagement pricing?
  • How do you standardize your engagement preparation?
  • How do you standardize your engagement delivery?
  • How do you standardize your organizational learning?
  • How do you standardize your feedback procedure?
Professional services: Future improvement analysis 05 Future automation
  • How do you automate your engagement development?
  • How do you automate your proposal writing?
  • How do you automate your engagement pricing?
  • How do you automate your engagement preparation?
  • How do you automate your engagement delivery?
  • How do you automate your organizational learning?
  • How do you automate your feedback procedure?
Professional services: Future improvement analysis 06 Engagement development feedback
  • How do you improve your thought leadership?
  • How do you improve your initial conversation?
  • How do you improve your stakeholder alignment?
  • How do you improve your experience demonstration?
  • How do you improve your RFP support?
  • How do you improve meeting the customer’s demands?
Professional services: Future improvement analysis 07 Proposal feedback list
  • How do you improve your requirements gathering?
  • How do you improve the time to submit your proposal?
  • How do you improve your written proposal?
  • How do you improve your verbal proposal presentation?
  • How do you improve your engagement contract negotiations?
  • How do you improve your performance compared to competitors?
Professional services: Future improvement analysis 08 Preparation feedback
  • How do you improve your people preparation?
  • How do you improve your stakeholder alignment?
  • How do you improve your engagement planning?
  • How do you improve your information gathering?
  • How do you improve your communication of required information?
Professional services: Future improvement analysis 09 Delivery feedback
  • How do you improve providing requested information?
  • How do you improve your solutions to the given problem?
  • How do you improve your diagnosis to redefine the problem?
  • How do you improve your recommendation provision?
  • How do you improve your implementation assistance?
  • How do you improve your consensus and commitment building?
  • How do you improve your client learning facilitation?
  • How do you improve your organizational effectiveness improvement?
Professional services: Future improvement analysis 10 Pricing feedback
  • What do you think about your proposal procedure?
  • What do you think about your pricing?
  • What do you think about your effectiveness?
  • What do you think about your efficiency?
  • What do you think about your sustainability?
  • What do you think about your performance relative to competitors?
Professional services: Future improvement analysis 11 Referral feedback
  • Who is interested in your services?
  • Who is interested in your knowledge?
  • Who needs "helping hands"?
  • Who wants to outsource specific tasks/jobs?
  • Who needs a trusted advisor?
Professional services: Future improvement analysis 12 Client reference
  • How do you let people contact you?
  • How do you let people contact your internal subject matter experts?
  • How do you connect on social media?
  • How do you share your engagement on social media?
  • How do you create publicly available good practices?
  • How do you create a case study of your engagement?
Professional services: Milestones design
  • What are the milestones to be delivered?
  • What do you deliver continually?
Professional services: Problem analysis 1 Primary
  • What are the organizational problems?
  • Which problem categories are visible?
  • Which problems are unusual compared to other organizations?
  • Which problems could be hidden underneath the currently visible challenges?
  • Why is a detailed problem analysis (not) necessary in this case?
Professional services: Problem analysis 2 Reinventing-the-wheel
  • What’s the reinventing-the-wheel problem in this case?
  • How relevant is the reinvention problem compared to the “visible” problem?
  • Why doesn’t the client see the reinvention problem?
  • What’s the general state of the reinvention discussion?
  • What were the previous attempts to solve the reinvention problem?
Professional services: Problem analysis 3 People
  • What’s the organizational culture analysis?
  • What are the cultural problems?
  • What’s the organizational culture goal?
  • How ready is the organization for cultural change?
  • What were the previous organizational culture change attempts?
Professional services: Problem analysis 4 Process
  • What’s the state of process management in this organization?
  • What are the typical process management problems?
  • What’s the process management target state?
  • What are the process management success stories?
  • What were the previous process management improvement attempts?
Professional services: Problem analysis 5 Technology
  • What’s the state of technology use and innovation?
  • What are the technology use and innovation problems?
  • What’s the technology use and innovation goal?
  • What are the technology innovation success stories?
  • What were the previous technology innovation attempts?
Professional services: Problem analysis 6 Innovation
  • What’s the state of organizational innovation?
  • What are the organizational innovation problems?
  • What’s the organizational innovation goal?
  • What are the organizational innovation success stories?
  • What were the previous organizational innovation attempts?
Professional services: Problem analysis 7 Systematization
  • What’s the state of work systematization/standardization?
  • What are the work systematization/standardization problems?
  • What’s the work systematization/standardization goal?
  • What are the work systematization/standardization success stories?
  • What were the previous work systematization/standardization attempts?
Professional services: Problem analysis 8 Automation
  • What’s the state of work automation?
  • What are the work automation problems?
  • What’s the work automation goal?
  • What are the work automation success stories?
  • What were the previous work automation attempts?
Professional services: Quick solution design
  • What are the typical project deliverables/milestones?
  • What are the typical budget components of comparable engagements?
  • What are the team collaboration practices for comparable engagements?
  • What are the success criteria of comparable engagements?
  • What are the solution components to be developed?
  • What are the technology solutions to be used?
  • What are the possible technology implementation practices?
  • What are the possible project management practices?
  • What are the possible retrospective practices to support the project's success?
  • What are the unique value proposition components?
  • What are the offering monopoly components?
Professional services: Requirements analysis 1 Scope
  • What are this engagement’s scope requirements?
  • What’s out of scope for this engagement?
  • What’s different about the scope requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the scope requirements?
  • What endangers satisfying the client’s scope requirements?
Professional services: Requirements analysis 2 Time
  • What are this engagement’s schedule requirements?
  • What’s out of schedule for this engagement?
  • What’s different about the schedule requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the schedule requirements?
  • What endangers satisfying the client’s schedule requirements?
Professional services: Requirements analysis 3 Budget
  • What are this engagement’s budget requirements?
  • What’s out of budget for this engagement?
  • What’s different about the budget requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the budget requirements?
  • What endangers satisfying the client’s budget requirements?
Professional services: Requirements analysis 4 Outcomes
  • What are this engagement’s outcome requirements?
  • Which outcomes should this engagement not achieve?
  • What’s different about the outcome requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the outcome requirements?
  • What endangers satisfying the client’s outcome requirements?
Professional services: Requirements analysis 5 Function
  • What are this engagement’s functional requirements?
  • Which features aren’t necessary for this engagement?
  • What’s different about the functional requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the functional requirements?
  • What endangers satisfying the client’s functional requirements?
Professional services: Requirements analysis 6 Process
  • What are this engagement’s process requirements?
  • Which process improvements aren’t necessary for this engagement?
  • What’s different about the process requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the process requirements?
  • What endangers satisfying the client’s process requirements?
Professional services: Requirements analysis 7 Politics
  • What are this engagement’s political requirements?
  • Which political actions aren’t necessary for this engagement?
  • What’s different about the political requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the political requirements?
  • What endangers satisfying the client’s political requirements?
Professional services: Requirements analysis 8 Finance
  • What are this engagement’s financial requirements?
  • Which financial outcomes aren’t necessary for this engagement?
  • What’s different about the financial requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the financial requirements?
  • What endangers satisfying the client’s financial requirements?
Professional services: Requirements analysis 9 Organizational change
  • What are this engagement’s organizational change requirements?
  • Which organizational changes aren’t necessary for this engagement?
  • What’s different about the organizational change requirements compared to similar client engagements in the past?
  • What’s the approach to satisfy the organizational change requirements?
  • What endangers satisfying the client’s organizational change requirements?
Professional services: Sales conversation (long) design 1 Basics
  • How do you get the job done today?
  • What products/services/tricks do you use to get the job done?
  • What else should I have asked you about getting the job done?
  • What other basic questions come to mind?
Professional services: Sales conversation (long) design 2 Add-on
  • Can you tell me more about how that process goes?
  • Who’s involved in making that decision?
  • Last time you did ___, how long did it take?
  • Where did you most recently go to buy ___?
  • May I ask, why did you come to that conclusion?
  • What other add-on questions come to mind?
Professional services: Sales conversation (long) design 3 Open
  • What’s the challenge to get the job done?
  • Why does this happen?
  • Who’s involved to get the job done?
  • Where does this job have to get done?
  • When does this job have to get done?
  • How long do you need to get this job done?
  • What consequences result from this job and its challenges?
  • What other open questions come to your mind?
Professional services: Sales conversation (long) design 4 Challenges
  • What’s your current challenge?
  • How did you try to solve your current challenge?
  • What are the solutions you tried out before?
  • Who are your current suppliers?
  • Who are the stakeholders involved in this challenge?
  • What are your thoughts on our solution to solve your challenge?
  • What are your ideas for the next steps?
  • What other challenge questions come to mind?
Professional services: Sales conversation (long) design 5 Proposition complexity
  • What are the elements making the current solution hard to use?
  • What are the elements making the solution not useful enough?
  • What are the elements making the solution big and unmanageable?
  • What makes the solution aesthetically ugly?
  • What are the elements making the solution hard to purchase?
  • What are the elements with too low of a quality?
  • What are your additional customization needs?
  • What other proposition complexity questions come to mind?
Professional services: Sales conversation (long) design 6 Price complexity
  • Features | What are the features you don’t use?
  • What seems like unnecessary variety?
  • What are you missing from the current solutions?
  • What are the unnecessary manual steps?
  • What are the orchestration challenges?
  • What could you do on your own?
  • Who are the unnecessary intermediaries?
  • What are the complex technologies used?
  • What other price complexity questions come to mind?
Professional services: Sales conversation (long) design 7 Pricing
  • What do you think about the pricing of your current solution?
  • What do you think about the pricing of alternative solutions?
  • How do you calculate the total cost of ownership (TCO)?
  • How do you calculate the value for the business?
  • How do you calculate the return on investment (ROI)?
  • How do you try to lower the costs?
  • How do you search for more cost-efficient alternatives?
  • What other pricing questions come to mind?
Professional services: Sales conversation (long) design 8 Market
  • What are your thoughts about the state of the market?
  • What are recent important developments for you?
  • What are your expectations about incumbent solutions?
  • What are your expectations about customers?
  • What are your expectations about suppliers?
  • What are your expectations about new entrants?
  • What are your expectations about substitutes?
  • What other market questions come to mind?
Professional services: Sales conversation (short) design
  • What do you do for a living?
  • How did you get into that?
  • How’s business life?
  • What are your goals for next time?
  • What are you working on right now?
  • What are you most concerned about?
  • Why is that important for you personally?
  • What’s holding you back?
  • Would you like some help with that?
  • Who can I connect you with to help you?
  • What other quick questions come to your mind?
Professional services: Sales conversation parameters analysis
  • What are your goals for the client conversation?
  • What is your preferred format (remote, on-site) to talk to prospects?
  • What’s s your organization’s story?
  • What are the key differentiators of your organization?
  • How do you assess prospects?
  • What’s the ideal conversation type?
  • What’s the ideal conversation duration?
  • What’s the ideal conversation location?
  • Who are the ideal conversation participants?
  • What is a possible conversation supporting media?
Professional services: Sales pitch 1 Overview
  • Which solution are you referring to?
  • Which solution pitch are you specifying?
Professional services: Sales pitch 2 Problem
  • What are your customers’ jobs to be done?
  • What are the primary outcomes of the job to be done?
  • What’s the challenge to get the job done?
  • What are the existing solutions to get the job done?
  • What are the challenges of the existing solutions?
Professional services: Sales pitch 3 Environmental challenges
  • What are your customers’ regulatory challenges?
  • What are your customers’ competitive challenges?
  • What are your customers’ cultural challenges?
  • What are your customers’ process challenges?
  • What are your customers’ technology challenges?
Professional services: Sales pitch 4 Existing solutions overview
  • What are the existing physical product solutions?
  • What are the existing intangible service solutions?
  • What are the existing content solutions?
  • What are the existing software solutions?
  • What are the existing platform solutions?
  • What are the interactions between existing solutions?
  • What’s the most relevant existing solution?
Professional services: Sales pitch 5 Detailed existing solution
  • Which solution are you referring to?
  • What’s the selection experience?
  • What’s the purchase experience?
  • What’s the usage experience?
  • What’s the implementation/adoption experience?
  • What’s the adaptation experience?
  • What’s the necessary customer environment integration?
  • How do customers recommend this solution to other potential customers?
  • What’s the replacement experience?
  • What’s the complex variety?
  • What are the expensive benefits?
  • What are the manual processes/steps?
  • What are the orchestration challenges?
  • What are the sales intermediaries?
  • What are the complex technology components?
  • What are the other features overshooting the customer demands?
Professional services: Sales pitch 6 Existing solutions failures
  • Which solution are you referring to?
  • What’s the value proposition failure?
  • What’s the price failure?
  • What’s the complexity failure?
  • What’s the customer/supplier misfit failure?
  • What’s the functionality failure?
Professional services: Sales pitch 7 Non-consumption reasons
  • What are the "no skills" reasons for non-consumption?
  • What are the "no money" reasons for non-consumption?
  • What are the "no access" reasons for non-consumption?
  • What are the "no time" reasons for non-consumption?
Professional services: Sales solution design 1 Solution
  • What’s the vision for the client?
  • What’s the mission of the client?
  • What’s the time frame to fix the challenge?
  • What’s the clear signal of a job done effectively, efficiently and sustainably?
  • What’s the solution?
  • What’s the main differentiation?
  • What’s the physical product component?
  • What’s the intangible service component?
  • What’s the content component?
  • What’s the software component?
  • What’s the platform component?
  • Purchase | What’s the purchasing process?
  • What’s the use case?
  • How does the solution incorporate the customer organization?
  • What’s the usage process?
  • What’s the internal operating model?
Professional services: Sales solution design 2 Value proposition
  • What’s the "commodity" value of the solution?
  • What’s the ability to get the job done?
  • What’s the simplicity for the client?
  • What’s the price proposition?
  • What are the operational improvements?
  • What’s the change from external sourcing to do-it-yourself?
  • What’s the change from do-it-yourself to external sourcing?
  • What are the time savings?
  • What are the money savings?
  • What’s the client learning?
  • What are the social gains (e.g., community building)?
  • How do you solve the “no skills” reasons for non-consumption?
  • How do you solve the “no money” reasons for non-consumption?
  • How do you solve the “no access” reasons for non-consumption?
  • How do you solve the “no time” reasons for non-consumption?
  • How do you simplify the handling (ease of use)?
  • How do you simplify the purchasing process?
  • What’s the quality increase?
  • What are the added customization options?
  • What are the features to subtract?
  • What’s the variety reduction?
  • What are the added cheap benefits?
  • What’s the automation approach?
  • What’s the orchestration approach?
  • What’s the approach to customer co-option?
  • What’s the approach to direct selling?
  • What’s the approach to simplifying technology?
  • What’s the approach to international scale-up?
Professional services: Sales solution design 3 Client vision
  • What’s the client's market/industry state in 1 year?
  • What’s the client's market/industry state in 3 years?
  • What’s the client's market/industry state in 5 years?
  • What’s the client's market/industry state in 10 years?
  • What’s the overall client state in 1 year?
  • What’s the overall client state in 3 years?
  • What’s the overall client state in 5 years?
  • What’s the overall client state in 10 years?
  • What’s the client's business model state in 1 year?
  • What’s the client's business model state in 3 years?
  • What’s the client's business model state in 5 years?
  • What’s the client's business model state in 10 years?
  • What’s the client's operating model state in 1 year?
  • What’s the client's operating model state in 3 years?
  • What’s the client's operating model state in 5 years?
  • What’s the client's operating model state in 10 years?
  • What’s the client's technology state in 1 year?
  • What’s the client's technology state in 3 years?
  • What’s the client's technology state in 5 years?
  • What’s the client's technology state in 10 years?
Professional services: Sales solution design 4 Financial offering
  • What’s possible solution #1?
  • What’s possible solution #2?
  • What’s possible solution #3?
Professional services: Sales solution design 5 Engagement success metrics
  • What are the contract closing metrics?
  • What are the team onboarding metrics?
  • What are the elicitation/analysis metrics?
  • What are the solution design metrics?
  • What are the solution development metrics?
  • What are the solution implementation metrics?
  • What are the client learning metrics?
  • What are the consensus and commitment building (i.e., stakeholder alignment) metrics?
  • What are the trusted advice metrics?
Professional services: Sales story design
  • Which story are you describing?
  • Which kind of story do you want to describe?
  • What’s the story to tell?
  • What’s the delivery format?
  • What’s the story length?
  • What’s the approach to truth?
  • What’s the hook?
  • What’s the context?
  • What’s the challenge?
  • What’s the solution?
  • What’s the lesson?
  • What’s the action?
  • What’s the emotion?
  • What’s the surprise?
  • What’s the data to support the story?
  • What’s the approach to practice telling the story?
Professional services: Simple website design 01 Elicitation
  • What’s your experience in building websites?
  • What’s your depth of technical knowledge and skills?
  • How much time do you have to maintain your website?
  • What is your state of online marketing?
  • What’s your state of social media marketing?
  • What’s your state of content marketing?
  • What’s the planned lifetime of your new website?
  • How many pages do you want to create during this lifetime?
Professional services: Simple website design 02 Technology
  • What’s the purpose of the website?
  • What’s your preferred approach to the complexity of the website?
  • What time frame do you plan to develop the website in?
  • When do you plan to test the website?
  • What external support do you need to build the website?
  • What budget do you need to procure external development services?
  • What skillset do you need to build the website?
  • What software tools do you want to integrate with the website?
  • What domain website service provider do you want to use?
  • What file hosting service do you want to use?
Professional services: Simple website design 03 Navigation
  • What type of navigation do you want to use?
  • Where do you want to place the navigation pane?
  • How do you want to integrate content article pages?
  • What’s the appropriate number of navigation menu items on each level?
  • What pages do you want to integrate into the header?
  • What pages do you want to integrate into the footer?
  • What’s your preferred approach to mobile device website navigation?
Professional services: Simple website design 04 Template
  • Which website do you want to copycat in terms of design and layout?
  • Which template do you want to use?
  • How many columns do you want to use on a standard page?
  • Which content do you want to place in the different columns?
  • What time do you plan to adjust the chosen template?
  • What support do you need to adjust the template?
  • What will be the website visitors’ primary device class?
  • What’s the frequency with which you want to update the design and technology of the website?
Professional services: Simple website design 05 Style
  • What are your priorities for the user experience?
  • What are your accessibility needs?
  • What’s your preferred website color set?
  • What’s your preferred website standard font?
Professional services: Simple website design 06 Homepage
  • What’s your preferred primary homepage content?
  • What’s your preferred primary homepage call to action?
  • What are your preferred additional homepage calls to action?
  • What’s your preferred appropriate homepage length?
  • What are your preferred possible homepage visuals?
Professional services: Simple website design 07 Services page
  • What’s your preferred page structure?
  • What’s your preferred call to action?
  • How do you prefer to present customer references?
  • How do you prefer to present the pricing system?
Professional services: Simple website design 08 Industries page
  • What’s your preferred page structure?
  • What’s your preferred call to action?
  • How do you prefer to present customer references?
Professional services: Simple website design 09 Contact us page
  • What are your preferred communication channels?
  • What are your preferred contact form fields?
  • How do you prefer to present the office locations?
Professional services: Simple website design 10 About us page
  • How do you prefer to present the organization?
  • How do you prefer to describe the organization?
  • How do you prefer to present the organization’s team?
  • What social media channels do you prefer to link to?
Professional services: Simple website design 11 Blog page
  • What’s your preferred overall blog topic?
  • What’s your preferred structure of the blog?
  • What’s your preferred time dedicated to regularly producing content for the blog?
  • What’s your preferred blog post format?
  • What’s your preferred average blog post length?
  • What’s your preferred blog posting frequency?
Professional services: Simple website design 12 Sitemap page
  • How do you prefer to create the sitemap?
  • What are your preferred pages to be crawled by search engines?
  • What are your preferred pages to be excluded from search engine crawling?
Professional services: Simple website design 13 Social media channels
  • What are your preferred social media services you want to maintain pages on?
  • What’s your preferred position to place the social media buttons?
  • How do you prefer to promote your organization’s social media channels?
Professional services: Simple website design 14 Partner content
  • What kind of third-party content do you prefer to publish?
  • How do you prefer to search for content partners?
  • How do you prefer to partner with content creators/distributors?
  • What are some relevant content creators/distributors?
  • How do you prefer to credit content creators?
Professional services: Simple website design 15 Knowledge base
  • What kind of knowledge base do you prefer to build?
  • What’s your preferred knowledge base software tool?
  • What are some possible categories of the knowledge base?
  • How do you prefer to integrate the knowledge base into the website?
Professional services: Simple website design 16 Metrics
  • How do you prefer to measure the website’s success?
  • What’s your preferred website analytics software tool?
  • What’s your preferred reporting format?
  • What’s your preferred frequency of regular website performance reporting?
Professional services: Simple website design 17 Information
  • Which website audience do you prefer?
  • What’s the possible job to be done for this website audience?
  • What are the outcomes website visitors want to achieve with this website?
  • What’s the usual problem of website visitors?
  • What information do website visitors seek?
  • What’s your preferred website value?
  • What are some alternative solutions (e.g., websites) to solve this problem?
  • What makes the planned website unique?
Professional services: Simple website design 18 Format
  • What are your preferred content format goals?
  • What are the assumed audience needs?
  • What’s your preferred content creation budget?
  • How long do users usually have to consume the content?
  • What content format is preferred by the audience?
  • What content format does your organization focus on?
  • What are your preferred additional formats to extend the chosen primary format?
Professional services: Simple website design 19 Creators
  • What’s the market’s expertise and experience level?
  • What’s the required content creators’ skill set?
  • What are your preferred content creation management systems?
  • What are your preferred content creation software tools?
  • What’s your preferred guidance to be provided by external consultants?
Professional services: Simple website design 20 System
  • What’s your preferred internal collaboration platform software tool?
  • What’s your preferred external publishing software tool?
  • Which categories do you prefer to set up?
  • What tags do you prefer to use?
Professional services: Simple website design 21 Tone
  • What’s your preferred primary language?
  • What are your preferred additional languages?
  • How do you prefer to ensure consistent terminology?
  • How do you prefer to ensure a consistent tone and voice?
Professional services: Simple website design 22 Feedback gathering
  • What’s your feedback goal?
  • Who do you prefer to ask for feedback?
  • How do you prefer to collect feedback?
  • How do you prefer to store the feedback?
  • What’s your preferred interview format?
  • What’s your preferred written protocol format?
Professional services: Simple website design 23 Feedback collection
  • What do you think about the website?
  • What does the website want tell you?
  • What do you think about the content of the website?
  • What do you think about the offering promoted by the website?
  • What are some websites of competitors you know about?
  • What are some websites this website’s authors can learn something from?
Professional services: Simple website design 24 Articles feedback
  • What are the issues with the insights provided?
  • What are the article structure issues?
  • What are the language and writing style issues?
  • What are the readability issues?
  • What are the usability issues?
  • How could the authors extend the article?
  • How could the authors simplify the article?
Professional services: Simple website design 25 Audience feedback
  • Do you understand the topic?
  • Do you like the writing style?
  • Do you understand the wording?
  • How do you use this article?
  • Who will you share this article with?
  • What are your questions about this article?
Professional services: Simple website design 26 Feedback incorporation
  • How do you prefer to improve the content creation process?
  • How do you prefer to generate more feedback?
  • How do you prefer to improve the feedback quality?
  • How do you prefer to find more feedback providers?
Professional services: Solution design 1 Information delivery
  • What information does the customer request?
  • What’s the intention behind the information request?
  • Who will receive the information?
  • What’s the use case of the information?
  • What information can the team research quickly?
  • What’s the appropriate information structure?
Professional services: Solution design 2 Solution for problem
  • What’s your customer’s problem?
  • What’s the problem’s context?
  • What’s your approach to analyzing the problem?
  • What were the past attempts to analyze the problem?
  • What’s the problem’s root cause?
  • What are the possible solutions?
  • What are the alternative problems?
Professional services: Solution design 3 Diagnosis
  • What’s your diagnosis/analysis approach?
  • What’s the job to be done to be analyzed?
  • What are the customer's challenges in getting the job done?
  • What’s the problem’s root cause?
  • What are the past mistakes of the customer?
  • What's the business analysis framework we use?
  • What are the analysis steps?
Professional services: Solution design 4 Recommendation
  • What’s your recommendation?
  • What are the expected outcomes?
  • What are the experiences of other businesses to be compared?
  • Who are the stakeholders to be involved?
  • How do you communicate your findings?
  • What is the financial impact of our recommendation?
Professional services: Solution design 5 Implementation
  • What’s the overall implementation approach?
  • What are the main tasks for implementation?
  • Who are the stakeholders?
  • What are the technology solutions to be implemented?
  • What are the management practices to be adopted?
  • Are there any other things to be implemented/adopted?
Professional services: Solution design 6 Consensus and commitment
  • Who’s the client sponsor?
  • Who’s the client's core team?
  • Who are the client stakeholders?
  • What are the obstacles to commitment?
  • What are the obstacles to consensus?
  • What is your argumentative data?
  • Which change management framework do you use?
Professional services: Solution design 7 Customer learning
  • What are the client’s learning needs?
  • What’s the client learning approach?
  • What’s your information-sharing approach?
  • What’s your knowledge-sharing approach?
  • Who are the internal learning facilitators?
  • How do you recycle information and knowledge?
Professional services: Solution design 8 Organizational effectiveness
  • What’s the outlook for long-term change?
  • What’s the long-term vision?
  • What is the long-term mission?
  • How do you increase effectiveness?
  • How do you increase efficiency?
  • How do you increase sustainability?
Professional services: Team setup planning
  • Who is the client/account manager/partner?
  • Who’s the engagement leader?
  • Who are the business development contributors?
  • Who’s the sales SPOC?
  • What are the team requirements?
  • Who are the delivery team members?
Professional services: Terms and conditions planning
  • What are the payment terms?
  • What are the sign-off/purchase practices?
  • What’s the period of validity of our proposal?
  • What’s the satisfaction guarantee?
Professional services: Thought leadership analysis 01 Requirements
  • What general challenges do you see in your organization’s marketing and sales approach?
  • What’s the state of your organization’s content marketing?
  • What do other organizations do better regarding cooperation and collaboration?
  • How could your organization improve its content marketing approach?
Professional services: Thought leadership analysis 02 Customer market
  • Who is your target customer (organization)?
  • Who isn’t your target customer (organization) but close to it?
  • Is this customer market positioning clear? Please explain.
  • How could your organization improve its customer market positioning?
Professional services: Thought leadership analysis 03 Buying process
  • How do your customers buy your solutions?
  • What are your customers' challenges in the buying process?
  • What information would be useful for your customers in the buying process?
Professional services: Thought leadership analysis 04 Guidance landscape
  • What kind of guidance do your customers use?
  • What kind of additional guidance for your customers would be useful?
  • What kind of guidance could you develop to support your customers?
Professional services: Thought leadership analysis 05 Market landscape
  • What market landscape guidance for the target group does exist at the moment?
  • What additional market landscape guidance could your organization develop?
  • What’s a possible starting point to develop additional market landscape guidance?
Professional services: Thought leadership analysis 06 Buying process
  • What buying process guidance for the target group does exist at the moment?
  • What additional buying process guidance could your organization develop?
  • What’s a possible starting point to develop additional buying process guidance?
Professional services: Thought leadership analysis 07 Management process
  • What management process guidance for the target group does exist at the moment?
  • What additional management process guidance could your organization develop?
  • What’s a possible starting point to develop additional management process guidance?
Professional services: Thought leadership analysis 08 How-to
  • What how-to guidance for the target group does exist at the moment?
  • What additional how-to guidance could your organization develop?
  • What’s a possible starting point to develop additional how-to guidance?
Professional services: Thought leadership analysis 09 Document templates
  • What document template guidance for the target group does exist at the moment?
  • What additional document template guidance could your organization develop?
  • What’s a possible starting point to develop additional document template guidance?
Professional services: Thought leadership analysis 10 Contract templates
  • What contract template guidance for the target group does exist at the moment?
  • What contract document template guidance could your organization develop?
  • What’s a possible starting point to develop contract document template guidance?
Professional services: Thought leadership analysis 11 Technology
  • What technology guidance for the target group does exist at the moment?
  • What technology guidance could your organization develop?
  • What’s a possible starting point for technology guidance to develop?
Professional services: Thought leadership analysis 12 Organizational change
  • What organizational change guidance for the target group does exist at the moment?
  • What organizational change guidance could your organization develop?
  • What’s a possible starting point for organizational change guidance to develop?
Professional services: Thought leadership development request
  • What’s your organizational unit?
  • What information piece do you develop?
  • Who’s the target audience?
  • Until when should your organization develop the information?
  • With whom do you test the information draft?
Professional services: Thought leadership external feedback
  • On a scale of 0 to 10, how likely would you be to recommend this organization’s educational information?
  • What do you like?
  • What can be improved?
Service catalog: Process analysis
  • What’s your current service catalog strategy?
  • Who do you offer services to?
  • What’s the software solution to maintain the service catalog?
  • What’s the scope of the service catalog?
  • How did your organization set up the service catalog?
  • What are the services your organization maintains in the service catalog?
  • What are the existing business dependencies?
  • What are the organizational units you support with the service catalog?
  • What’s the general approval process to receive services?
  • What’s your service request fulfillment process?
  • What’s the methodology to cut systems and technologies into services?
  • How do you define and describe your services?
  • How do you charge for the offered services?
  • What are the standard key metrics for your services?
  • What’s your service catalog update model?
  • What are some possible future approaches to the service catalog?
  • What’s the procedure to add, remove, and change IT services?
  • What information should your organization have to include for each service?
  • How do you apply changes to already existing services?
  • How do you communicate updates of the service catalog?
  • How do you describe services? (content, structure, format, style)
  • How do you create a template for service descriptions?
  • How do you align service catalog and service portfolio management?
  • How do you calculate the prices of the services?
Service catalog: Service change request
  • What’s the service name?
  • What’s the service identifier?
  • What’s the service type?
  • What’s the service status?
  • What’s the service category?
  • Who’s the service owner?
  • Who’s responsible for this service?
  • What’s the short service description?
  • What’s the detailed service description?
  • Who’s the target customer/user?
  • What’s the service’s relevance for your organization?
  • How intensely does your organization use this service?
  • What’s the service security level?
  • What’s the billing model?
  • What are the service variants?
  • What’s the service commencement date?
  • What’s the service decommission date?
  • What’s the current service version?
  • What’s the service version history?
  • What’s the short service architecture?
  • What’s the detailed service architecture?
  • Which are the related services?
  • Which are the parent services?
  • Which are the child services?
  • What’s the service price?
  • Please link/upload the service pricing list.
  • What are the agreed service levels?
  • Which are the related service contracts?
  • What are the other dependencies?
  • What’s the service cost model?
  • What are the most relevant cost drivers?
  • What’s the corresponding cost center?
  • Is there any other relevant information?
  • Please enter related file links.
  • Please upload related files.
Strategy: Ansoff analysis
  • Which business are you referring to?
  • Existing Products, Existing Markets: Market Penetration Strategy
  • New Products, Existing Markets: Product Development Strategy
  • Existing Products, New Markets: Market Development Strategy
  • New Products, New Markets: Diversification Strategy
Strategy: Bootstrapping tactics analysis 1 Short-term profitability
  • How do you design a business model based on immaterial services? (e.g. professional services, crafts)
  • How do you design a business model with low market entry barriers?
  • How do you design a business model with operations of a low learning curve?
  • How do you design a business model with low marketing and sales costs?
  • How do you design a business model with short-term profitability?
  • How do you assess your existing assets?
  • How do you assess the necessary assets to get to profitability with the new business model?
  • How do you define a business model that is familiar to your target customers?
Strategy: Bootstrapping tactics analysis 2 Service to subscription
  • How do you create a standardized delivery process?
  • How do you sell a budget to proactively advise the customer?
  • How do you develop a lease/rent business for hardware and software?
  • How do you build an content subscription business? (e.g., LinkedIn Learning, Gartner, industry newspaper)
  • How do you build a software business?
  • How do you build a platform business?
Strategy: Bootstrapping tactics analysis 3 Scalable core
  • How do you define our scalable core solution?
  • How do you build the scalable core solution?
  • How do you define the business model of the scalable core solution?
  • How do you integrate the scalable core solution with your services business?
  • How do you sell the core solution to other service providers?
  • How do you ensure the customer operates the scalable core solution without the need for professional services?
  • How do you demarcate the scalable core solution from complementary services?
  • How do you build a partner program for channel partners?
Strategy: Bootstrapping tactics analysis 4 Core content
  • How do you define the business model of the core content solution?
  • How do you define the content architecture/structure?
  • How do you integrate the core content solution with your services solution?
  • How do you structure the content creation process?
  • How do you market and sell the core content solution as a stand-alone offering?
Strategy: Bootstrapping tactics analysis 5 Core software
  • How do you define the business model of the core software solution?
  • How do you create an add-on to an existing solution?
  • How do you lower the development costs with a modern software stack?
  • How do you speed up the production of the core software solution?
  • How do you integrate the core software solution with the service solution?
Strategy: Bootstrapping tactics analysis 6 Minimum viable product
  • How do you reduce the time for scalable core solution development?
  • How do you define the minimum features to sell the scalable core solution?
  • How do you define the the target customer?
  • How do you change the price while maturing the solution?
  • How do you test the scalable core solution as part of your service solution?
Strategy: Bootstrapping tactics analysis 7 Scalable services
  • How do you maximize the efficiency of your services?
  • How do you maximize the hourly rate of your services?
  • How do you build the services around the scalable core solution?
  • How do you divide your people for solution development and professional services?
  • How do you test the core solution with your service customers?
Strategy: Bootstrapping tactics analysis 8 Licensing
  • How do you license the scalable core solution to other service businesses?
  • How do you counter conflicts of interest and disincentives?
  • How do you offer 2nd- and/or 3rd-level support?
  • How do you offer learning material?
  • How do you ensure long-time commitment and support?
  • How do you support service businesses in building up complementary content and services?
Strategy: Bootstrapping tactics analysis 9 Consulting to solution
  • How do you shift from consulting to solution development and support?
  • How do you define our business model with the shift to solution development and support?
  • How do you support your service customers while shifting to solution development and support?
  • How do you support our partners licensing the solution?
Strategy: Business model design
  • Which business are you referring to?
  • Customer segment
  • Early adopter
  • Problem
  • Existing alternatives
  • Solution
  • High-level concept
  • Unique value proposition
  • Unfair advantage
  • Positioning strategy
  • Power factor
  • Channels
  • Revenue stream
  • Cost structure
Strategy: Buying challenges analysis
  • Which business are you referring to?
  • How do you solve the "no skills" reasons for non-consumption?
  • How do you solve the "no money" reasons for non-consumption?
  • How do you solve the "no access" reasons for non-consumption?
  • How do you solve the "no time" reasons for non-consumption?
Strategy: Competitive advantage design
  • Which business are you referring to?
  • What’s the brand advantage?
  • What’s the proprietary technology?
  • How do you create network effects?
  • How do you scale the business model?
Strategy: Competitive analysis 1 Market definition analysis
  • What market is your organization in?
  • What markets is your organization not in?
  • What alternative market definitions come to mind?
  • What are the market definitions of your competitors?
Strategy: Competitive analysis 2 Porter’s competition analysis
  • What’s the typical industry/market rivalry?
  • What’s the threat of new market entrants (e.g., startups)?
  • What’s the threat of substitutes?
  • What’s the threat of substitutes?
  • What’s the bargaining power of buyers?
Strategy: Competitive analysis 3 Competitive behavior analysis
  • What’s competitive customer non-buying behavior?
  • How does customers’ slow action threaten your organization?
  • What other customer behavior is competitive to your organization?
Strategy: Competitive analysis 4 Competitor research analysis
  • What are some competing organizations?
Strategy: Competitive analysis 5 Competitor classification analysis
  • What are some possible competitor classification schemes?
Strategy: Competitive analysis 6 Competitor business model analysis
  • What’s your example of a competitor?
  • What’s the usual customer problem your organization’s competitors solve?
  • What solution approach do your organization’s competitors sell?
  • What channel do your organization’s competitors sell through?
  • What revenue stream do your organization’s competitors use?
  • What cost structure do your organization’s competitors have?
  • How successful are your organization’s competitors with this business model?
Strategy: Competitive analysis 7 Competitor positioning analysis
  • What are some examples of good positioning of your organization’s competitors?
  • What are some examples of bad positioning of your organization’s competitors?
Strategy: Competitive analysis 8 Competitor marketing approach analysis
  • What’s your organization’s competitors’ usual marketing approach?
  • What works well with this approach?
  • What doesn’t work well with this approach?
Strategy: Competitive analysis 9 Competitor sales approach analysis
  • What’s your organization’s competitors’ usual sales approach?
  • What works well with this approach?
  • What doesn’t work well with this approach?
Strategy: Corporate entrepreneurship analysis 1 Hiring
  • Definition: How do you define an entrepreneurial experience?
  • Measurement: How do you measure an entrepreneurial experience?
  • Execution: How do you measure people who have only ideas but don’t realize them?
  • Domains: How do you define the domains of entrepreneurial experience you are looking for?
  • Approach: How do you explain your innovation approach as a slow corporation to entrepreneurs?
  • Motivation: How do you motivate entrepreneurs to join your organization?
  • Explanation 1: How do you explain the entrepreneurial freedom of your organization? | Explanation2
Strategy: Corporate entrepreneurship analysis 2 Support
  • Ideation: How do you support your people in ideating and testing new business models?
  • Business 1: How do you support your people in building a new business? | Business1
  • Business 2How do you motivate your people to build a new business? | Business2
  • Explanation 2: How do you explain to your people that you support entrepreneurship and building new businesses? | Explanation2
  • Rules: How do you define rules to build new businesses?
  • Cooperation: How do you work together with your entrepreneurs?
  • Transition: How do you support entrepreneurs in their transition from employees of your business to partners of your business?
Strategy: Corporate entrepreneurship analysis 3 Shared interests
  • Analysis: How do you analyze the new business in terms of strategic impact on your core business?
  • Assessment: How do you assess the new business in terms of sustaining vs. disruptive and incremental vs. radical innovation?
  • Copycat: How do you copycat the new business of your people?
Strategy: Corporate entrepreneurship analysis 4 Investing
  • Similarity: How do you invest in a similar new business?
  • Own: How do you invest in the new business of your entrepreneurs?
  • Partners: How do you find the right venture capital partners to co-invest in the new business?
  • Guidance: How do you guide the entrepreneurs through the investment process?
  • Expectations: How do you define your expectations of working together?
  • Participation: How do you participate in the growth of the new business?
  • Lead: How do you support the lead investor leading the investment?
  • Advisor: How do you position yourselves as the trusted advisor of your entrepreneurs?
  • Process: How do you evaluate and improve the investment process for future entrepreneurs?
Strategy: Corporate entrepreneurship analysis 5 Venture capital
  • Funding: How do you fund leaving entrepreneurs with venture capital?
  • VC: How do you work together with venture capital firms?
  • Accelerator: How do you develop an accelerator to support leaving entrepreneurs?
  • Help: How do you motivate entrepreneurs to use your help in building their new business?
  • External: How do you work together with external accelerators to support your entrepreneurs?
Strategy: Corporate entrepreneurship analysis 6 Business development
  • Acquisition: How do you support the new business with your customer acquisition channels?
  • Experts: How do you use known market experts to spread the word?
  • Complementation: How do you develop complementary business models and solutions to grow together?
  • Sharing: How do you share best practices with the new business?
  • Knowledge: How do you make the gained knowledge and experience available for future entrepreneurs?
  • Search: How do you find other possible entrepreneurs throughout your business?
Strategy: Customer analysis
  • Which business are you referring to?
  • What’s the target size of the customer organization?
  • What’s the customer's market/industry?
  • What’s the target customer's innovation capability?
  • What are the customer's knowledge and skills?
Strategy: Customer decision-maker analysis
  • Which business are you referring to?
  • Which person are you referring to?
  • What’s the position inside the customer organization?
  • What’s the available budget?
  • What’s the age of the decision-maker?
  • What are his/her intellectual capabilities?
  • What’s their experience with existing solutions?
  • What’s their willingness to improve and innovate?
  • What’s their experience with consultants?
  • What are their challenges?
  • What are their goals?
  • What’s their willingness to change the status quo?
  • What’s the available time to work on the challenge?
  • What are the constraints to buying solutions?
Strategy: Existing solution analysis (short)
  • What are the existing physical product solutions?
  • What are the existing intangible service solutions?
  • What are the existing content solutions?
  • What are the existing software solutions?
  • What are the existing platform solutions?
  • What are the most relevant existing solutions?
Strategy: Existing solution analysis (long) 1 Customer experience
  • What’s the selection experience?
  • What’s the purchasing experience?
  • What’s the collaboration experience?
  • What’s the adoption experience?
  • What’s the recommendation to other potential customers?
  • What’s the replacement experience?
Strategy: Existing solution analysis (long) 2 Complexities
  • What’s the complex variety?
  • What are expensive benefits?
  • What are manual processes/steps?
  • What are orchestration challenges?
  • What are sales intermediaries?
  • What’s complex technology?
  • What are other features overshooting the customer demands?
Strategy: Five forces analysis
  • What’s the rivalry inside the market?
  • What’s the bargaining power of the buyers?
  • What’s the bargaining power of the suppliers?
  • What’s the threat of new entrants?
  • What’s the threat of substitutes?
Strategy: Hyperscaling tactics analysis - CAPEX reduction
  • Which business are you referring to?
  • How do you operate CAPEX light?
  • How do you hire freelancers, consultants, and temporary workers instead of internal employees?
  • How do you use public-cloud services instead of buying hardware and software?
  • How do you outsource production and logistics to contractors?
  • How do you buy managed services for commodity capabilities instead of building your capabilities?
Strategy: Hyperscaling tactics analysis - Low COGS
  • Which business are you referring to?
  • How do you lower the costs of goods sold (COGS) to less than 5%?
  • How do you develop solutions with a low cost of goods sold?
  • How do you transform physical products / immaterial services into content/software/platform solutions?
  • How do you lower transaction costs with fully standardized and automated transactions?
  • How do you standardize and automate your marketing and sales?
  • How do you automate your customer support?
  • How do you standardize your solution delivery?
  • How do you standardize your pricing?
  • How do you modularize your solution to meet different customer needs?
  • How do you reduce your customer acquisition costs?
Strategy: Hyperscaling tactics analysis - Platform
  • Which business are you referring to?
  • How do you create a platform business model?
  • How do you create network effects?
  • How do you solve the chicken-or-egg problem?
  • How do you build a one-sided solution that we transform into a two-sided platform later on?
  • How do you co-innovate with your suppliers and customers?
  • How do you support the information needs of the participants in your market?
  • How do you facilitate exchange in your market?
Strategy: Hyperscaling tactics analysis - Recurring revenue
  • Which business are you referring to?
  • How do you create your recurring revenue model?
  • How do you define your feature sets and tiers of pricing?
  • How do you define the corresponding customer acquisition channels? (e.g., content marketing, word-of-mouth marketing)
  • How do you make your solution an "exclusive" membership "club" including community interaction instead of "only" a subscription service?
  • How do you up-sell your customers to higher-tiered planes and more seats of the solution?
  • How do you argue for a subscription instead of perpetual licensing?
  • How do you continually add value to your solution?
  • How do you ensure ongoing customer success with your solution?
Strategy: Hyperscaling tactics analysis - Self-service
  • Which business are you referring to?
  • How do you automate your customer onboarding process?
  • How do you automate your solution delivery?
  • How do you automate your customer acquisition?
  • How do you build a settings and preferences dashboard instead of a manual configuration?
  • How do you make marketing and sales (pricing) information publicly available?
  • How do you answer prospects' questions electronically instead of in in-person/on-site talks?
  • How do you support the customer with the adoption of the solution?
  • How do you keep in touch with customers through remote coaching and customer service?
Strategy: Hyperscaling tactics analysis - Virality
  • Which business are you referring to?
  • How do you build a highly useful solution?
  • How do you invent a new solution category?
  • How do you simplify the existing solutions?
  • How do you get people to recommend the solution?
  • How do you promote the solution on existing platforms (e.g., online social networks, industry associations)?
  • How do you incorporate network effects into the solution?
  • How do you select the best-fitting customer acquisition channels?
  • How do you integrate influencers and/or market evangelists?
Strategy: Hyperscaling tactics analysis - Zero inventory
  • Which business are you referring to?
  • How do you build a platform instead of a pipe business?
  • How do you drop-ship your products?
  • How do you improve your forecast accuracy?
  • How do you improve your supply reliability?
  • How do you reduce your demand variability?
  • How do you reduce your manufacturing lead times?
  • How do you reduce your manufacturing lot sizes?
  • How do you reduce the number of items to produce, store, and move?
  • How do you reduce your order sizes?
  • How do you reduce your supplier lead times?
Strategy: Non-consumption analysis
  • What are the "no skills" reasons for non-consumption?
  • What are the "no money" reasons for non-consumption?
  • What are the "no access" reasons for non-consumption?
  • What are the "no time" reasons for non-consumption?
Strategy: Offer analysis
  • Which business are you referring to?
  • What are the current categories of your service portfolio?
  • What are the different pricing systems of these service categories?
  • What are some other options to differentiate your service offering categories?
  • Which services do you currently offer?
  • How do you group service variants into services?
  • How do you decide between new services or service variants?
Strategy: PESTEL analysis
  • Which business are you referring to?
  • Politics: What’s your evaluation of the government policy?
  • Politics: What’s your evaluation of the political stability?
  • Politics: What’s your evaluation of the corruption?
  • Politics: What’s your evaluation of the tax policy?
  • Politics: What’s your evaluation of the trade restrictions?
  • Economy: What’s your evaluation of the economic growth?
  • Economy: What’s your evaluation of the exchange rate?
  • Economy: What’s your evaluation of the interest rate?
  • Economy: What’s your evaluation of the inflation rate?
  • Economy: What’s your evaluation of the disposable income?
  • Economy: What’s your evaluation of the unemployment rate?
  • Socio-culture: What’s your evaluation of the population growth?
  • Socio-culture: What’s your evaluation of the age distribution?
  • Socio-culture: What’s your evaluation of the career attitudes?
  • Socio-culture: What’s your evaluation of the safety emphasis?
  • Socio-culture: What’s your evaluation of the health consciousness?
  • Socio-culture: What’s your evaluation of the lifestyle attitudes?
  • Socio-culture: What’s your evaluation of the cultural barriers?
  • Technology: What’s your evaluation of the technology incentives?
  • Technology: What’s your evaluation of the level of innovation?
  • Technology: What’s your evaluation of the automation?
  • Technology: What’s your evaluation of the R&D activity?
  • Technology: What’s your evaluation of the technological change?
  • Technology: What’s your evaluation of the technological awareness?
  • Environment: What’s your evaluation of the weather?
  • Environment: What’s your evaluation of the climate?
  • Environment: What’s your evaluation of the environmental policies?
  • Environment: What’s your evaluation of the pressures from NGOs?
  • Legal: What’s your evaluation of the discrimination laws?
  • Legal: What’s your evaluation of the antitrust laws?
  • Legal: What’s your evaluation of the employment laws?
  • Legal: What’s your evaluation of the consumer protection laws?
  • Legal: What’s your evaluation of the copyright and patent laws?
  • Legal: What’s your evaluation of the health and safety laws?
Strategy: Platform business model design 1 Upfront investment
  • Which business are you referring to?
  • How do you show users your long-term commitment?
  • How do you estimate the amount of money you have to invest?
  • How do you signal to the users the invested sum of money?
Strategy: Platform business model design 2 Single-sided solution
  • Which business are you referring to?
  • How do you define the single-sided customers you build the platform for?
  • How do you define the single-sided business model?
  • How do you acquire users for the single-side solution?
  • How do you release two-sided platform features?
  • How do you pivot to the two-sided platform?
  • How do you change your business by changing the solution from a one to a two-sided platform?
  • How do you define the life cycle of the single-sided solution?
  • How do you change the strategy of the single-sided solution after the two-sided solution is released?
Strategy: Platform business model design 3 Single-sided platform
  • Which business are you referring to?
  • How do you combine both user groups into one?
  • How do you define the business model of the single-sided platform?
  • How do you define the common set of features for both sides?
  • How do you find users to act as producers and consumers?
Strategy: Platform business model design 4 Existing platform
  • Which business are you referring to?
  • How do you find existing platforms you can build on?
  • How do you approach real-world communities?
  • How do you define the subset of users?
  • How do you analyze the challenges of the existing platforms?
  • How do you determine features the users are missing on the existing platforms?
  • How do you define the incremental better value for the defined subset of users?
  • How do you attract the subset of users to use your solution?
  • How do you facilitate the interaction of the target customers on the existing platform?
  • How do you spread the word about your new solution on the existing platform?
  • How do you hide our goal to build a new platform and steal the users from the existing platform?
Strategy: Platform business model design 5 Consumer incentivization
  • Which business are you referring to?
  • How do you act as the producers for the consumers of the two-sided platform?
  • How do you conceal the fact that you are the real producer of the platform?
  • How do you show potential producers the outputs are being sold to real consumers?
  • How do you attract real producers to overtake the role of the producers on the platform?
  • How do you set the budget to incentivize the consumers?
Strategy: Platform business model design 6 Producer incentivization
  • Which business are you referring to?
  • How do you act as the consumers for the producers of the two-sided platform?
  • How do you conceal the fact that you’re the real consumer of the platform?
  • How do you show potential consumers that producers are waiting to serve them?
  • How do you attract real consumers to overtake the role of the consumers on the platform?
  • How do you set the budget to incentivize the producers?
Strategy: Platform business model design 7 Existing consumers
  • Which business are you referring to?
  • How do you get the producers to bring consumers to the platform?r
  • How do you create single-sided features for the producers?
  • How do you incentivize producers to bring their existing consumers to the platform?
  • How do you support the producers onboarding their consumers?
  • How do you support producers to grow their business?
  • How do you collaborate with producers?
Strategy: Platform business model design 8 Big bang
  • Which business are you referring to?
  • How do you jump-start the platform with a big bang?
  • How do you engage push marketing strategies to attract a high volume of interest?
  • How do you handle the simultaneous onboarding of many users?
  • How do you find possible events to launch our platform solution?
  • How do you attract attendees of the event to use your platform solution?
  • How do you advertise your platform solution at the event?
Strategy: Platform business model design 9 Micro market
  • Which business are you referring to?
  • How do you start the micro market?
  • How do you define the micro market?
  • How do you attract users of the micro market?
  • How do you facilitate network effects?
  • How do you determine the right number of initial users?
  • How do you facilitate transactions in the micro market?
  • How do you define the initial features of the micro market?
  • How do you bring existing offline connections to your online platform?
Strategy: Platform business model design 10 VIP users
  • Which business are you referring to?
  • How do you define your VIP users?
  • How do you attract your VIP users?
  • How do you get your VIPs to act as influencers?
  • How do you support VIP users to get their friends on your platform?
  • How do you collaborate with the VIP users to develop your platform?
  • How do you filter your early users for VIPs?
  • How do you show early users your cooperation with the VIPs?
Strategy: Previous attempts analysis 1 Customer
  • Which business are you referring to?
  • What‘s the job to be done?
  • What are the failures of the value proposition?
  • What are the failures of the price?
  • What are the failures of complexity?
  • What are the failures of functionality?
  • What are the failures of time-consuming use cases?
Strategy: Previous attempts analysis 2 Supplier
  • Which business are you referring to?
  • What‘s the job to be done?
  • What are the failures of the value proposition?
  • What are the failures of the price?
  • What are the failures of complexity?
  • What are the failures of functionality?
  • What are the failures of time-consuming use cases?
  • What are the failures of target client selection?
  • What are the failures of copycatting by incumbents?
Strategy: Service design 01 Requirements
  • Which business are you referring to?
  • What have you heard about service productization so far?
  • What examples of service productization do you know about?
  • What are your expectations of service productization?
  • What are your organization’s challenges regarding service marketing?
  • What are your organization’s challenges regarding service sales?
  • What are your organization’s challenges regarding service delivery?
  • How could service productization improve your organization’s current situation?
Strategy: Service design 02 Business model
  • Which business are you referring to?
  • Who are your organization’s target customers?
  • Who aren’t your organization’s target customers?
  • What problem does your organization solve for its customers?
  • What problems doesn’t your organization solve for its customers?
  • What solution does your organization solve for its customers?
  • What solution doesn’t your organization solve for its customers?
  • What channel does your organization use to market and sell its customer solutions?
  • What channel doesn’t your organization use to market and sell its customer solutions?
  • What revenue stream does your organization use?
  • What revenue stream doesn’t your organization use?
  • What cost structure does your organization have?
  • What cost structure doesn’t your organization have?
Strategy: Service design 03 Industry focus
  • Which business are you referring to?
  • What market is your organization part of?
  • What industry is your organization part of?
  • What industry do you target?
  • What market do you target?
Strategy: Service design 04 Solution design
  • Which business are you referring to?
  • What’s your customers' job to be done?
  • What’s your customers' general challenge?
  • What’s your general solution?
  • What are the outcomes you aim to improve?
  • What’s your general delivery approach?
  • What’s your general pricing approach?
  • What’s your general delivery methodology?
  • What’s your organization’s positioning?
Strategy: Service design 05 Job to be done
  • Which business are you referring to?
  • What’s your organization’s primary job to be done?
  • What’s your organization’s ‘Define’ job to be done?
  • What’s your organization’s ‘Locate‘ job to be done?
  • What’s your organization’s ‘Prepare‘ job to be done?
  • What’s your organization’s ‘Confirm‘ job to be done?
  • What’s your organization’s ‘Execute‘ job to be done?
  • What’s your organization’s ‘Monitor‘ job to be done?
  • What’s your organization’s ‘Modify‘ job to be done?
  • What’s your organization’s ‘Conclude‘ job to be done?
Strategy: Service design 06 Outcomes
  • Which business are you referring to?
  • What are the primary job-to-be-done outcomes?
  • What are the ‘Define’ job-to-be-done outcomes?
  • What are the ‘Locate’ job-to-be-done outcomes?
  • What are the ‘Prepare’ job-to-be-done outcomes?
  • What are the ‘Confirm’ job-to-be-done outcomes?
  • What are the ‘Execute’ job-to-be-done outcomes?
  • What are the ‘Monitor’ job-to-be-done outcomes?
  • What are the ‘Modify’ job-to-be-done outcomes?
  • What are the ‘Conclude’ job-to-be-done outcomes?
Strategy: Service design 07 Transaction process
  • Which business are you referring to?
  • What’s your general marketing approach?
  • What’s your general business development approach?
  • What’s your thought leadership approach?
  • What’s your useful information approach?
  • What’s your personal networking approach?
  • What’s your general sales approach?
  • What’s your general solution presentation approach?
Strategy: Service design 08 Transition process
  • Which business are you referring to?
  • What’s the approach to transitioning client environments to your organization?
  • What’s the approach to setting up client engagements?
  • What’s the approach to transitioning the team into the client engagement?
  • Process | What’s the approach to transitioning the client’s processes?
  • What’s the approach to transitioning the client’s technology?
Strategy: Service design 09 Development process
  • Which business are you referring to?
  • What’s your solution development approach?
  • What development methodologies do you use?
  • What’s the approach to setting up the development environment?
  • What kind of people do you need for solution development?
  • What processes do you need to set up for solution development?
  • What technology do you need for solution development?
Strategy: Service design 10 Operations process
  • Which business are you referring to?
  • What’s your operation model?
  • What’s your operational methodology?
  • What’s the approach to set up operations?
  • What kind of people do you need for operations?
  • What processes do you need to set up for operations?
  • What technology do you need for operations?
Strategy: Service design 11 Contract
  • Which business are you referring to?
  • What’s your approach to contract design?
  • What contract template do you want to use?
  • What compliance requirements do you have to pay attention to?
  • What are the relevant contract sections?
  • What are the relevant contract terms?
  • What’s your approach to balance the contract between buyer and seller?
  • What’s your approach to reduce the complexity of the contract?
  • What’s your approach to radically simplify the contract?
  • What’s your approach to speed up the contract negotiation and closure process?
Strategy: Service design 12 Customer size
  • Which business are you referring to?
  • What organizational size do you target?
  • What’s your offering for organizations with ~10 employees?
  • What’s your offering for organizations with ~100 employees?
  • What’s your offering for organizations with ~1,000 employees?
  • What’s your offering for organizations with ~10,000 employees?
  • What’s your offering for organizations with ~100,000 employees?
Strategy: Service design 13 Consulting
  • Which business are you referring to?
  • How do you provide requested information?
  • How do you provide a solution to a given problem?
  • How do you conduct diagnosis that may redefine the problem?
  • How do you provide recommendations?
  • How do you assist the implementation?
  • How do you build consensus and commitment?
  • How do you facilitate client learning?
  • How do you improve organizational effectiveness?
Strategy: Service design 14 Counter-commoditization positioning
  • Which business are you referring to?
  • How do competing solutions of competing organizations become commodities over time?
  • Why is this commoditization trend a problem for your organization?
  • What can your organization do to counter this commoditization trend?
Strategy: Service design 15 Positioning
  • Which business are you referring to?
  • What positioning approach are you referring to?
  • What are the typical positionings of this type of your organization’s competitors?
  • What’s a possible positioning of this type for your organization?
Strategy: Service design 16 Power forces
  • Which business are you referring to?
  • What power force are you referring to?
  • What are typical power forces of this type of your organization’s competitors?
  • What’s a possible power force of this type for your organization?
Strategy: Service system design 01 Pricing
  • What could an hourly (T&M) billing look like?
  • What could consumption-based billing look like?
  • What could a user-based billing look like?
  • What could a project-based billing look like?
Strategy: Service system design 02 Service variants
  • What could be a service variant differentiator?
  • What could be individual customization?
  • What could be a reason to stick to service variants in comparison to individual customization?
  • What’s a possible automation rationale for service variants?
Strategy: Service system design 03 Add-on
  • What could be the difference between a service variant and an add-on?
  • What are some exemplary add-ons for your organization’s service variants?
Strategy: Service system design 04 Process
  • How do you further systematize the processes of this service?
  • What’s the biggest challenge of further systematizing the processes of this service?
  • Why weren’t we able to systematize the processes of this service further?
Strategy: Service system design 05 Costs
  • What cost type are you referring to?
  • What are the cost drivers?
  • How do you reduce the costs of this type through strategic/operational sourcing/procurement?
  • How do you reduce the costs through the systematization of our processes?
  • How do you reduce the costs through other means?
  • What are the consequences if you can’t reduce the costs?
Strategy: Service system design 06 Marketing evaluation
  • On a scale of 0 to 10, how likely would you recommend this service's marketing to others?
  • What do you like about this service’s marketing?
  • What don’t you like about this service’s marketing?
  • How could your organization improve this service’s marketing?
  • What’s a possible marketing strategy for this service?
  • What are some possible marketing tactics for this service?
  • How could your organization homogenize this service’s marketing?
Strategy: Service system design 07 Sales standardization
  • On a scale of 0 to 10, how likely would you be to recommend this service's sales to others?
  • What do you like about this service’s sales?
  • What don’t you like about this service’s sales?
  • How could your organization improve this service’s sales?
  • What’s a possible sales strategy for this service?
  • What are some possible sales tactics for this service?
  • How could your organization homogenize this service’s sales?
Strategy: Service system design 08 Configuration standardization
  • On a scale of 0 to 10, how likely would you recommend this service's configuration approach to others?
  • What do you like about this service’s configuration approach?
  • What don’t you like about this service’s configuration approach?
  • How could your organization improve this service’s configuration approach?
  • What’s a possible configuration strategy for this service?
  • What are some possible configuration tactics for this service?
  • How could your organization homogenize this service’s configuration?
Strategy: Service system design 09 Quotation process
  • On a scale of 0 to 10, how likely would you recommend this service's quotation process to others?
  • What do you like about this service’s quotation process?
  • What don’t you like about this service’s quotation process?
  • How could your organization improve this service’s quotation process?
  • What’s a possible quotation strategy for this service?
  • What are some possible quotation tactics for this service?
  • How could your organization homogenize this service’s quotation process?
Strategy: Service system design 10 Delivery automation
  • On a scale of 0 to 10, how likely would you recommend this service's delivery automation efforts to others?
  • What do you like about this service’s delivery automation efforts?
  • What don’t you like about this service’s delivery automation efforts?
  • How could your organization improve this service’s delivery automation efforts?
  • What’s a possible delivery automation strategy for this service?
  • What are some possible delivery automation tactics for this service?
  • How could your organization homogenize this service’s delivery automation efforts?
Strategy: Service system design 11 Self-service
  • On a scale of 0 to 10, how likely would you recommend this service's self-service transaction efforts to others?
  • What do you like about this service’s self-service transaction efforts?
  • What don’t you like about this service’s self-service transaction efforts?
  • How could your organization improve this service’s self-service transaction efforts?
  • What’s a possible self-service transaction strategy for this service?
  • What are some possible self-service transaction tactics for this service?
  • How could your organization homogenize this service’s self-service transaction efforts?
Strategy: Simplification 1 Proposition
  • Which business are you referring to?
  • What’s the compared solution?
  • How do you simplify the handling? (ease of use)
  • How do you increase the usefulness?
  • How do you increase the aesthetics?
  • How do you simplify the purchasing process?
  • How do you increase the quality?
  • How do you add customization options?
Strategy: Simplification 1 Price
  • Which business are you referring to?
  • What’s the compared solution?
  • How do you subtract features?
  • How do you reduce the variety?
  • How do you add cheap benefits?
  • How do you automate?
  • How do you orchestrate?
  • How do you co-opt the customers?
  • How do you sell directly?
  • How do you use simpler technologies?
  • How do you scale up internationally?
Strategy: Solution components
  • Which business are you referring to?
  • What‘s the physical product component?
  • What‘s the intangible service component?
  • What‘s the content component?
  • What‘s the software component?
  • What‘s the platform component?
  • What‘s the focus of the solution?
Strategy: Solution design
  • Which business are you referring to?
  • What’s the solution?
  • What’s the purchasing process?
  • What’s the consulting process?
  • What’s the internal operating model?
  • What’s the incorporation of the customer?
  • What’s the core competency of the supplier?
Strategy: Strategy analysis (long) 1 Economic logic
  • How will returns be obtained? - Area: Lowest costs through scale advantage.
  • How will returns be obtained? - Area: Lowest costs through scope and replication advantages.
  • How will returns be obtained? - Area: Premium prices due to proprietary product features.
  • How will returns be obtained? - Area: Premium prices due to unmatchable services.
Strategy: Strategy analysis (long) 2 Arenas
  • Where will you be active? - Area: Which product categories?
  • Where will be active? - Area: Which channels?
  • Where will be active? - Area: Which market segments?
  • Where will be active? - Area: Which geographic areas?
  • Where will be active? - Area: Which core technologies?
  • Where will be active? - Area: Which value creation stages?
Strategy: Strategy analysis (long) 3 Vehicles
  • How will you get there? - Area: Internal development?
  • How will you get there? - Area: Joint venture?
  • How will you get there? - Area: Strategic alliances?
  • How will you get there? - Area: Licensing?
  • How will you get there? - Area: Franchising?
  • How will you get there? - Area: Mergers & acquisitions?
Strategy: Strategy analysis (long) 4 Differentiators
  • How will you win? - Area: Image?
  • How will you win? - Area: Customization?
  • How will you win? - Area: Price?
  • How will you win? - Area: Styling?
  • How will you win? - Area: Reliability?
  • How will you win? - Area: Speed to market?
Strategy: Strategy analysis (long) 5 Staging
  • What will your speed and sequence of steps be? - Area: Speed of expansion?
  • What will be your speed and sequence of steps? - Area: Sequence of initiatives?
  • What will be your speed and sequence of steps? - Area: Interval between events?
Strategy: Strategy analysis (short A)
  • Growth/Acquisition: The enterprise has a focus on growing (revenues).
  • Innovation/Differentiation: The enterprise has a focus on offering different and/or innovative products and services to their clients.
  • Cost Leadership: The enterprise has a focus on short-term cost minimization.
  • Client Service/Stability: The enterprise has a focus on providing a stable and client-oriented service.
Strategy: Strategy analysis (short B)
  • What’s our winning aspiration?
  • Where will you play?
  • How will you win?
  • What capabilities do you need for that?
  • What management system do you need for that?
Strategy: SWOT analysis
  • What are your organization’s internal strengths?
  • What are your organization’s internal weaknesses?
  • What are your organization’s external opportunities?
  • What are your organization’s external threats?
Strategy: Technology challenges analysis A
  • What’s your function?
  • What’s your organization unit?
  • What are your daily challenges?
  • What technology solution would you like to use?
  • Why aren’t you using this technology solution yet?
  • What additional feedback do you have?
Strategy: Technology challenges analysis B
  • Frustration between different IT entities across the organization because of a perception of low contribution to business value.
  • Frustration between business departments (i.e., the IT customer) and the IT department because of failed initiatives.
  • Significant IT-related incidents, such as data loss, security breaches, project failure, application errors, etc. linked to IT.
  • Service delivery problems by the IT outsourcer(s).
  • Failures to meet IT-related regulatory or contractual requirements.

Poor IT performance or reported IT quality or service problems.

  • Spending | Substantial hidden and rogue IT spending outside the control of the normal IT investment decision mechanisms and approved budgets.
  • Duplications or overlaps between various initiatives or other forms of wasting resources.
  • Insufficient IT resources, staff with inadequate skills, or staff burnout/dissatisfaction.
  • IT-enabled projects frequently fail to meet business needs and are delivered late or over budget.
  • Reluctance by board members, executives, or senior management to engage with IT, or lack of committed business sponsors for IT.
  • Complex IT operating model and/or unclear decision mechanisms for IT-related decisions.
  • Excessively high cost of IT.
  • Obstructed or failed implementations of new initiatives or innovations caused by the current IT architecture and system.
  • The gap between business and technical knowledge leads to business users and IT and/or technology specialists speaking different languages.
  • Regular issues with data quality and integration of data across various sources.
  • Lack of oversight and quality control over the applications that are being developed and put into operation.
  • Business departments implement their own information solutions with little or no involvement from the enterprise IT department.
  • Ignorance and/or noncompliance with security and privacy regulations.
  • Inability to exploit new technologies or to innovate using IT.
Strategy: Technology innovation requirements
  • What are your challenges/requirements/preferences regarding finding and evaluating technology solutions for your organization?
  • What are your challenges/requirements/preferences regarding working with innovative startups?
  • What are your challenges/requirements/preferences regarding innovating together with existing suppliers?
  • What are your technology solution categories that potentially benefit your organization?
  • What are your challenges/requirements/preferences regarding the procurement, implementation, and adoption of innovative technology solutions?
  • What’s your opinion about culture improvement, process improvement, and business model innovation in relation to technology innovation?
  • What are your other challenges/requirements/preferences regarding technology innovation management?
  • What risks do you see in technology innovation management?
  • What are some relevant technology solution categories for you?
  • What are some relevant technology solutions for you?
  • Which market trends do you see?
  • How should your organization act on these trends?
  • When you put all the feedback together, what issue should your organization focus on first?
Strategy: Technology management goals
  • Portfolio of competitive products and services.
  • Financial: Managed business risk.
  • Financial: Compliance with external laws and regulations.
  • Financial: Quality of financial information.
  • Customer: Customer-oriented service culture.
  • Customer: Business service continuity and availability.
  • Customer: Quality of management information.
  • Internal: Optimization of internal business process functionality.
  • Internal: Optimization of business process costs.
  • Internal: Staff skills, motivation, and productivity.
  • Internal: Compliance with internal policies.
  • Growth: Managed digital transformation programs.
  • Growth: Product and business innovation.
Strategy: Unique components design
  • Which business are you referring to?
  • What are the unique physical product components?
  • What are the unique intangible service components?
  • What are the unique content components?
  • What are the unique software components?
  • What are the unique platform components?
Strategy: Value proposition design
  • Which business are you referring to?
  • What’s the “commodity” value of the solution?
  • What are the operational improvements?
  • What’s the change from external sourcing to do-it-yourself?
  • What are time savings?
  • What are money savings?
  • How does the customer organization learn?
  • What are social gains? (e.g., community building)
Technology operations: Asset information response
  • What’s the asset name?
  • What’s the asset type?
  • What’s the organizational affiliation?
  • What’s the asset location?
  • What’s the manufacturer?
  • What’s the model?
  • What’s the serial number?
  • What’s the organization’s tag identification?
  • Who’s the owner?
  • Who’s the admin?
  • Who’s the user?
  • What’s the MAC address?
  • What’s the IP address?
  • What’s the operating status?
  • What’s the firmware version?
  • What’s the operating system and version?
  • What are the tech specs?
  • What are additional notes?
Technology operations: Availability management analysis
  • What’s the required level of service for your organization?
  • What are the IT assets that enable the delivery of your services?
  • How could you meet and exceed the organization’s needs?
  • What investment do you need to maintain the services at their current level?
  • What investment do you need to improve the services from their current level?
Technology operations: Change advisory board meeting minutes
  • What are the unauthorized changes since the last CAB?
  • What are the emergency changes since the last CAB?
  • What are the approved changes not authorized by the CAB?
  • What are the changes performed outside the change windows?
  • What are the change requests for review at the current CAB?
  • What are additional change management team actions?
  • What are today's special guest briefings?
  • What are the current metrics?
Technology operations: Change advisory board member analysis
  • What is the role of the audit manager?
  • What is the role of the business owner?
  • What is the role of the change manager?
  • What is the role of the executive sponsor?
  • What is the role of the head of IT infrastructure?
  • What is the role of the head of IT operations
  • What is the role of the head of service desk?
  • What is the role of the security manager?
  • What is the role of other process owners (e.g., problem manager)?
  • What is the role of technical experts? (e.g., architects, admins)
Technology operations: Change process analysis
  • How do you test changes?
  • How do you communicate changes?
  • How do you remediate changes?
  • How do you review changes?
  • How do you document changes?
  • How do you document procedures?
  • How do you document best practices?
  • How do you document the architectural changes?
  • How do you ensure access to the documentation by your colleagues?
Technology operations: Change request review
  • What’s the related service?
  • What’s the proposed change?
  • What’s the status of the request for change?
  • What additional details do you need?
  • What are other related change requests?
  • What’s the cost of the implementation?
  • What are the required resources?
  • What are the negative side effects of the change?
  • What’s the urgency of this change?
  • What’s the probability of success?
  • What’s the impact of a failure of this change?
  • What are the alternatives to this change?
  • What’s the outlook of the change request?
  • What’s the change decision?
Technology operations: Configuration audit
  • What are the CIs that do not match the CMDB record?
  • What’s the status of the documentation of the change, release, and configuration practices?
  • How do you diverge in daily work from documented practices?
  • What time do you need to reflect IMACRDs in the CMDB?
Technology operations: Configuration process analysis
  • Which service category are you referring to?
  • What are the attributes to increase service quality?
  • What are the attributes to ease the lives of the admins?
  • What are the attributes to ease the lives of the service/process owners?
  • What are the relations between assets and configurations?
Technology operations: Emergency change analysis
  • What are the cases your organization should have an emergency change procedure for?
  • Who are the roles to be informed of immediately?
  • What’s the structure of the emergency change approval board?
  • How do you document an emergency change?
  • How do you learn from an emergency change?
Technology operations: Failure impact planning
  • Which service are you referring to?
  • What are your assumptions on availability?
  • What are your assumptions on failure duration?
  • What are your assumptions about the agreed service levels?
  • What are your assumptions on failure scope?
  • What are your assumptions on failure costs (money, time, other resources)?
  • What are your assumptions on user productivity impact?
  • What are your assumptions on the impact to satisfaction of our users?
  • What are your assumptions on lost revenue/performance?
  • What are other impacts in case of failure?
Technology operations: Incident process analysis
  • What’s the required information to create an incident?
  • How do you receive and log incidents?
  • How do you categorize and prioritize incidents?
  • How do you investigate incidents?
  • How do you escalate incidents?
  • How do you resolve incidents?
  • How do you document incidents?
  • How do you close incidents?
  • How do you develop a mindset for service excellence?
  • How do you increase the speed of incident resolution?
  • What are possible self-service technologies?
  • How do you measure your incident resolution quality and time?
  • How do you hustle for major/P1 incident resolution?
  • How do you escalate incidents?
Technology operations: Incident registration
  1. What is the incident ID?
  2. Who reports the incident?
  3. What’s the issue?
  4. What’s the priority of this incident?
  5. What are related configuration items?
  6. How can someone contact the issuer?
Technology operations: Problem investigation
  1. What’s the problem?
  2. What’s the cause of the problem?
  3. What are possible workarounds?
  4. How do you implement the selected workaround?
  5. What’s the update to the problem record?
  6. How long do you use the workaround?
Technology operations: Problem process analysis A
  1. How do we detect problems?
  2. How do we revisit problems?
  3. How do we prioritize problems?
  4. How do we investigate problems?
  5. How do we create workarounds?
  6. How do we create a known error entry?
  7. How do we review a proposed change?
  8. How do we resolve problems?
  9. How do we close problems?
  10. How do we review open and closed problems together?
Technology operations: Problem process analysis B
  1. How do you prevent future incidents and problems?
  2. How do you eliminate recurring incidents?
  3. How do you reduce disruptions to the business?
  4. How do you foster cooperation between incident and change management?
  5. How do you accelerate the resolution of incidents?
  6. How do you reduce the volume of problems?
  7. How do you understand the risks of service delivery?
  8. How do you develop workarounds for reducing incident impact?
  9. How do you create and maintain the known error database?
  10. How do you create a culture of investigation and root cause analysis?
Technology operations: Problem process integration analysis
  1. How do you define the relationships of problem management with other practices?
  2. How do you assign an owner to every problem?
  3. How do you measure and publish resolution metrics for incidents and problems?
  4. How do you use proactive problem management to avoid future problems?
  5. How do you escalate problems and who will be when involved in that?
  6. How do you use incentives for creative and fast problem resolution?
  7. How do you motivate your team by celebrating success in finding solutions to problems?
Technology operations: Problem registration
  1. What’s the problem?
  2. Who’s the service owner?
  3. Who is the owner of the problem?
  4. What’s the problem priority?
  5. What’s the status?
  6. What’s the problem registration date and time?
  7. What is the problem category?
  8. What’s the problem description?
  9. What is the problem report source?
  10. What’s the problem’s root cause?
  11. What are the related error messages?
  12. What are possible workarounds?
Technology operations: Problem resolution implementation
  1. What’s the problem?
  2. What’s the resolution?
  3. How do you ensure the resolution is well understood?
  4. How do you ensure that the risk is at an acceptable level?
  5. How do you ensure the resolution is affordable?
  6. How do you ensure the resolution can be achieved in time?
  7. What are the needed skills?
Technology operations: Problem review
  1. What was the problem?
  2. What was the resolution?
  3. How long did you need to resolve the problem?
  4. What were the challenges during the resolution process?
  5. How do you mitigate these challenges in the future?
  6. What are additional follow-up actions?
  7. What are additional remarks on this problem?
Technology operations: Release planning
  • Who builds the release?
  • How do you build the release?
  • What are the relevant guidelines to follow to build the release?
  • Who tests the release?
  • How do you test the release?
  • What are the relevant guidelines to follow to test the release?
  • How do you prepare the deployment?
  • How do you assure to incorporate feedback?
  • How do you involve release-specific information?
  • How do you collaborate with your stakeholders?
  • How do you use checklists to ensure high-quality deployments?
  • How do you include supplier information into your release process?
  • How do you deploy this release?
  • How do you communicate this release?
  • How do you deliver the documentation of this release?
  • How do you train the users on this release?
  • What are redundant services to be decommissioned?
  • What are redundant assets to be decommissioned?
  • What are the requirements the service has to meet?
  • How do you ensure all data/information is transferred?
  • How do you collect feedback on the release?
  • What’s the feedback on the release?
  • How do you adapt your service levels to this release?
  • How do you gather feedback from your users about this new release?
  • How do you communicate to your users after this rollout?
  • How do you train your users after this rollout?
  • How do you log, report, and resolve initial issues with this release?
  • How do you debrief your process and service owners and stakeholders?
  • How do you ensure service performance and monitoring after this release?
  • What are the documents to be updated for this release?
  • What are possible improvements for release management?
  • What are possible improvements for the next release of this service?
Technology operations: Release process analysis
  • How do you plan releases?
  • How do you build and test releases?
  • How do you prepare release deployments?
  • How do you deploy releases?
  • How do you support new releases?
  • How do you close releases?
Technology operations: Reliability and resiliency planning
  • What’s the related service?
  • What’s the target MTBF?
  • How could you reduce the mean time between failures (MTBF)?
  • What’s the target MTRS?
  • How could you reduce the mean time to restore service (MTRS)?
Technology operations: Request for change
  • Who’s the requester?
  • What are the affected services?
  • What are the affected configuration items?
  • What’s the change request category?
  • What do we want to change?
  • What are the required resources?
  • What are the (known) risks?
  • What are the benefits of the change?
  • When does the change advisory board meet next time?
Technology operations: Service availability data analysis
  • What’s the related service?
  • What’s your availability data?
  • How do you collect availability data?
  • How do you analyze availability data?
  • How do you ensure the availability of availability data?
  • How do you ensure the reliability of availability data?
  • How do you ensure the resilience of availability data?
  • How do you ensure the maintainability of availability data?
Technology operations: Service availability analysis
  • What’s the related service?
  • How do you reduce the time to detect?
  • How do you reduce the time to diagnose?
  • How do you reduce the time to repair?
  • How do you reduce the time to restore?
Technology operations: Service availability cost analysis
  • What’s the related service?
  • What are the required service assets?
  • What are the available support personnel and skill sets?
  • What are the required components?
  • What’s the target mean time between failures (MTBF)?
  • What’s the target mean time to restore service (MTRS)?
  • How do you ensure redundancy?
  • What are the key procedures and policies?
  • What’s the maintenance plan?
Technology operations: Service availability test planning
  • What’s the related service?
  • How do you test the most common failure cases?
  • What are the common failure cases?
  • How do you simulate recovery from failures?
  • How do you handle high-risk failure cases?
  • What are high-risk failure cases?
  • How do you conduct training for recovery procedures?
  • How do you identify high-risk components?
  • What are possible high-risk components?
  • How do you create the availability test schedule?
  • What’s the availability test schedule?
  • How do you publish and communicate the availability test schedule?
  • How do you test the targeted MBTF?
  • How do you test the targeted MTRS including the recovery procedure?
  • How do you train the repair process?
  • How do you prevent failures through preemptive maintenance?
  • How do you create a high volume of test cases?
  • How do you create ad-hoc tests to identify new risks?
  • How do you log and track test failures?
  • How do you evaluate test failures?
  • How do you simulate the testing and recovery procedure?
  • How do you continually improve the test and recovery procedure?
Technology operations: Service level process analysis
  • How do you design service level requirements?
  • How do you design and document service level agreement?
  • How do you design operational level agreements?
  • How do you design underpinning contracts?
  • How do you measure SLA's, UC's and OLA's?
  • How do you evaluate customer satisfaction?
  • How do you develop service improvements?
  • How do you further develop contracts?
Technology operations: Service request
  • How do you submit requests?
  • How do you route requests?
  • How do you evaluate and log requests?
  • How do you approve requests?
  • How do you fulfill requests?
  • How do you confirm fulfillment?
  • How do you close requests?
Work management: 01 Requirements analysis
  • What general challenges do you see regarding working in your organization?
  • What should the organizational leaders do first to improve cooperation and collaboration in your organization?
  • What do other organizations do better regarding cooperation and collaboration?
  • What are your requirements/preferences regarding work management facilitation?
Work management: 02 Organizational speed analysis
  • What’s your analysis of the general speed of your organization?
  • Where and why does your organization feel slow?
  • What could your organization do to become faster?
Work management: 03 Continual improvement analysis
  • What’s your analysis of your organization’s ability to continually improve?
  • How do you normally try to improve your organization?
  • Where and why does your organization need improvement?
  • Where and why does your function/team need improvement?
  • What are the current challenges of improving your team’s and organization’s work habits?
  • What could your organization do to become better in continual improvement?
Work management: 04 Collaborative innovation analysis
  • What’s your analysis of your organization’s capability for radical innovation?
  • How does your organization develop radical innovations?
  • What concrete technology innovations did you propose in the last year?
  • What concrete process innovations did you propose in the last year?
  • What concrete business model innovations did you propose in the last year?
  • What usually happens after you propose a radical innovation to your boss?
  • What could your organization do to become better in developing radical innovations?
Work management: 05 Process management analysis
  • What’s your analysis of your organization’s ability to direct, manage, and control work (packages)? Does the left hand know what the right hand does?
  • What’s your analysis of your organization’s process management capability?
  • What could your organization do to improve its process management?
  • What possible alternative to classical process management comes to your mind?
Work management: 06 Information sharing analysis
  • Do you sometimes feel like reinventing the wheel? Why?
  • What’s a situation where you know a similar output (e.g., document) has been created by someone before, but you didn't have access?
  • Have you ever talked about the topic of information management within your organization? If yes, please detail the circumstances and outcomes.
  • What are the current challenges of sharing more information to prevent reinventing the wheel?
  • What are the cultural actions to take to avoid reinventing the wheel in the future?
  • What are the process actions to take to avoid reinventing the wheel in the future?
  • What are the technological actions to take to avoid reinventing the wheel in the future?
  • What else could your organization do to avoid reinventing the wheel?
Work management: 07 Workflow software analysis
  • Which software tools for work management has your organization introduced?
  • What’s your favorite software tool to create workflows?
  • Which workflows have you created for yourself and your coworkers?
  • In which areas could you create more workflows instead of writing emails back and forth?
  • What hinders you from creating additional workflows instead of writing emails?
  • What features do you miss to create more workflows instead of writing emails back and forth?
Work management: 08 Written work instructions analysis
  • How does your team use written work instructions?
  • How can written work instructions systematize and standardize work?
  • How could more written work instructions help your team?
  • What are the current challenges of creating more written work instructions?
  • How could more written work instructions help your organization?
Work management: 09 Document templates analysis
  • How does your team use document templates?
  • What’s an example of how a specific document template prevents reinventing the wheel?
  • What’s the difference between access to created documents and document templates?
  • How can your organization create more document templates?
Work management: 10 Wiki improvement analysis
  • How does your team use the organizational wiki?
  • What are the current challenges of using the organizational wiki?
  • How could your organization use the wiki even more?
Work management: 11 Document library analysis
  • Does your organization use a central document library?
  • How does your team use the document libraries?
  • What are the current challenges of your organization’s document libraries?
  • How could your organization better use document libraries?
Work management: 12 Information model analysis
  • Do you know about an information strategy and/or model in your organization? If yes, give details.
  • How could a more structured approach to information management benefit your team and your organization?
  • What would you like to change regarding your organization's information management practices?
Work management: 13 Managed metadata analysis
  • Do you know about metadata management in your organization? If yes, give details.
  • How can metadata help your organization’s employees find information?
Work management: 14 Communication practices analysis
  • How do you normally communicate within your organization?
  • What do you think about your organization’s meeting culture?
  • What do you think about your organization’s email culture?
  • What alternatives to meetings and email come to your mind?
  • What cultural changes are necessary to make your internal communication more effective and efficient?
  • What process changes are necessary to make your internal communication more effective and efficient?
  • What technological changes are necessary to make your internal communication more effective and efficient?
Work management: 15 Decision-making culture analysis
  • How would you describe the decision-making culture in your organization?
  • Why don’t you and your colleagues make faster decisions?
  • How could your organization make faster decisions?
  • How would you describe the risk-taking culture in your organization?
  • Why don’t you and your colleagues take more controlled risks like entrepreneurs and innovators do?
  • How could your organization take more controlled risks?
  • What are the necessary changes to the organizational culture to become faster and more innovative?
Work management: 16 Software tools analysis
  • What communication & collaboration software has your organization adopted?
  • What’s your favorite tool(s) to complement meetings and emails?
  • What are your challenges in using other implemented tools?
  • What could your organization do to use implemented software to make work more effective and efficient?
Work management: 17 Teamwork feedback
  • What’s your organizational unit?
  • Reinvention | What are your team’s challenges in reinventing the wheel?
  • Why do you think you hold too many meetings?
  • Why do you think you write too many emails?
  • What are your team’s other challenges in communication & collaboration?
  • What can your team do to improve working together?
Work management: Information management analysis
  • What is information management for you?
  • What works in information management in your organization?
  • What doesn’t work in information management in your organization?
  • How could your organization improve its information management?
  • Why aren’t you using your organization’s wiki more?
  • How could your organization use its wiki for more use cases?
  • What are use cases besides typically writing text documents?
  • What’s your organization’s wiki structure approach?
  • What are the strategic goals in structuring the wiki?
  • How could your organization structure its wiki on the highest level?
  • Why should your organization write down more information?
  • Why isn’t your organization writing down more information?
  • How can your organization write down more information?
  • What information should your organization start writing down first?
  • Where could you store newly written information?
  • How could you make newly written-down information available to your coworkers?
  • What are the areas in your organization where you regularly reinvent the wheel?
  • What are the most urgent topic areas to share information with your coworkers?
  • Who has the time to write this information down?
  • What’s the ideal format and structure for the information you want to write down?
  • What’s the software you want to use to write and save the information?
  • How can your organization test the newly written information?
  • Why isn’t writing more interesting for you?
  • How can your organization make writing more interesting for you?
  • How could writing in pairs or in groups make it more appealing for you?
  • How do you collect feedback early in the writing process?
  • How do you ensure a high-quality document when you have finished writing?
  • Which software tool will you use to publish written documents?
  • What’s the process of publishing written documents?
  • Which legal and compliance requirements are relevant for your organization?
  • How do you ensure you meet all legal and compliance requirements?
  • What kind of information is your organization missing?
  • What are the challenges of researching information?
  • Which information research practices does your organization use to add information?
  • What piece of tacit knowledge do we want to transfer to written explicit information?
  • Until which date should we record this information?
  • Who will contribute to this information development by writing?