Fujitsu BToPPe & Results Chains

At a meeting a few weeks ago with Fujitsu representatives, I heard about their BToPPe framework. This is a system that can help to ensure that companies understand all relevant dimensions of investments which are made.

I hadn't heard of this framework before, but found it interesting:

Essentially, it's just a SWOT analysis, but focusing the enterprise on overlapping domains that may impact on the potential success of a project. For complex issues, it may be a good tool to examine possible impacts in a structured way.

The other tool talked about was the idea of Results Chains:

Results Chains divide problems up into initiatives (yellow squares), which may produce capabilities (purple circles) or changes in business processes (green circles) as well as business outcomes (red circles). At each stage, the delivery of a goal may be subject to several risks which could prevent achievement of that goal (orange hexagons).

Principles of Results Chains:

  1. Work backwards from the desired business outcomes (Benefits)
  2. What needs to be changed to achieve these outcomes?
  3. What capabilities does the organisation need to effect these changes?
  4. What projects are needed to deliver these capabilities?
  5. What risks are associated with this change process?

Note that Dave Snowden would have a lot to say about this kind of framework, since it tries to impose a structured change process into a complex business environment, where the impacts of changes may be unpredictable.

The Results Chains idea is a very traditional management approach. It assumes predictable cause-and-effect and is almost the antithesis of the safe-fail approach espoused by Dave. This doesn't necessarily invalidate it, but I think it's worth contrasting the methods taken.