Originally Posted on CARTO.com on August 8, 2017. The GoCode Colorado program is an amazing program which brings easier access to […]
Lets take the short, and hopefully not revisionist view, of post World War II US Growth. Capitalism was on the […]
Our Concepts and Approach starts with the executive sponsor.
We want to connect the line of sight from drivers to goals through products and services, process, roles, systems of information and technology and down through the bottom line. We can start with a short rapid implementation planning workshop to validate, discover, level-set, educate, and start your transformation effort on the right foot. Or we can use ITIL continuous improvement approach as part of supporting your operations.
Our methodology and training focuses on transformation leadership that can help improve customer effectiveness and efficiency. We do this by proactively managing risk and delivering results through strong, facilitated execution or increase relevancy and economics of existing or new product lines and services. In working with customers, Xentity provides integrated oversight of the parts that need to be connected, understood, and communicated prior to significant investment. This approach enables Xentity to understand value opportunities and risk, determine mitigation strategies, and support customer awareness on how to realize recommendations. Once decisions and investments have been made, Xentity utilizes strong communication and project management skills to facilitate change. The methodology work we developed has been recognized and adopted as Federal Government best practices by the U.S. OMB.
This approach helps design, execute, and showcase major change through proven methods. We approach information and technology change from within the mission out to the enterprise. This is different. And it has been an adopted concept and method by the Federal Government and has become popular in the commercial space. Take on the right amount of change, a focus area at a time. This is what we know. It is what we do and have been doing since 2001.
Either as a team creating deliverables, embedded consultants, or staff augmentation, our transformation designers, architects, analysts managers, management consultants, and creatives specialize in change.
Our transformation approach and experts will help you buy-back the risk.
- Upfront, we can help you design and architect your transformation concept of operations, develop the full architecture and requirements before you go to the street using our collaborative business transformation approach.
- We can tactically engage to support and manage your project – either existing project and team back on track or new project and team going on right foot.
- We then can design and execute your outreach efforts and even produce short movies to help you brag about your change.
- And for program support, and continuous improvement, we can provide your high-tech, geospatial, and science operations, analysis, and management with true subject-matter familiarity and staffing solutions.
We want to connect the line of sight from drivers to goals through products and services, process, roles, systems of information and technology and down through the bottom line. We can start with a short rapid implementation planning workshop to validate, discover, level-set, educate, and start your transformation effort on the right foot. Or we can use ITIL continuous improvement approach as part of supporting your operations. Read more about our Services on how we can design change with you or augment your current architecture, management, and communication staffing needs.
Address gaps early on. Buy back the risk.
- Get the right definition and design for embracing the right innovation and disruption concepts.
- Coordinate and integrate your change to mediate and anticipate risks and challenges.
- Recover from current project design and management issues.
- Showcase and engage your community with your new or changed solution the way it deserves.
- Bring on someone that can help you with this transformation lifecycle
- Buy-Back Risk of your transformation failing
- Improve transformation requirements and concepts
- Set path for most successful project implementation
- Focus on Information Lifecycle challenges
- Address Solutions for Disruptions in tech, business, and cultural shifts
- Increase the likelihood of achieving your metrics and goals
- Help accelerate time-to-market,
- Increase quality and relevance of your change effort.
- Can include training and workshop to transition approaches to keep focus on continuous improvement
- Tell the world your transformation story!
If this story below is you, these are services you need
Information Technology used to be hidden in your organization. Likely for Financials and other enterprise resource management or MIS. Ran as a cost-center under the CFO or COO. Now its core to your business. Workforce costs are being replaced on the delivery or customer service ends by internet provided capabilities. Sales force automation, marketing campaigning, devices, storefronts, support desks, mission critical services – you name it.
Moreso, Now, data is an asset and your business is done online or through B2B information exchange. Its in the boardroom to the factory floor to the customer interface. You need to manage the information supply chain, use for management decisions, analytics, and in many cases your business is completely reliant on information and technology as your service.
So you invest capital funds or operation funds deferrals in projects, development, infrastructure, contracts, etc.. in hopes of gaining that competitive edge or cost savings. This introduces new ways of doing business. And Change. Which of course, no one likes change except the change visionary.
The canary in the cave signals start to come in. The project the costs keep creeping up. Requirements weren`t there. Traditional cost-center procurement and development models were used to bid or build. You created a business case, but most of the time its ignored. A plan is used as the law, instead of the guide, and was wrong as business agility and the technology offerings changed before you even started. And an architecture or operating concept is either non-existent, incomplete, or build on old patterns.
As a result, the outcomes are not there, and delays, over-runs, re-designs are bringing forward nightmare scenarios. It gets risky. Before you know it, project costs are beyond up, a new technology is out, outcomes are missed and you and your stakeholders and stockholders are very skeptical. Worse yet, public relations and internal chatter is causing a culture of loss confidence which may leak public forcing an premature launch.
Something has to give.
You are at risk of joining the statistic that only 25% of IT projects succeed, 25% fail, and rest are partial wins/losses (Source: KPMG).
This is where we come in – either before the nightmare occurs, or in the midst. We can operate as a project team, embedded consultants, or SWAT team.
In Data and IT, there are various levels and classes of complexity which our design methods need to adapt Choosing […]
Technology Architect Senior Consultant
With great sorrow we pass on that our friend and colleague, Henry Wang, on November 8, 2014 passed losing his battle with Leukemia. Henry impacted many of us at Xentity, teaching us values, leadership, and impact.
In 1999, he was my director and mentor working on projects for Sapient Corporation from United Airlines, Star Alliance, Navigant International and more. He helped me grow my architecture skills on communication, patterns, capacity planning, issues triage, deducing client needs into concepts, and many more. More so, he taught principles of values, ethics, and leadership. One of the great premises Henry provided was “to get to the value of what someone needs, think one level higher than you thought you needed, and you may get it.”
We traveled weekly together back and forth between Boston and Chicago, Boston and Denver, Denver and Memphis, and beyond, for months. He provided valuable knowledge, and over time, would reciprocate the same. Henry and I nearly perished on September 11, 2001, but hours and a day before respectively, the UA 175 Boston to LA flight plans were changed a day due to pushing a meeting. After conversations with him, family, and very few others, two weeks later, Xentity was founded after discussions with many folk, including Henry’s guidance, about making impact.
Later in 2002, Henry joined Xentity’s first project in travel sector as an independent consultant himself. From that, a mutual partner saw his talent, and he became the CIO at OneTravel. We kept in close touch over the years, seeing his kids grow, seeing my family grow, discussing business but even when we caught up in Texas, Boston, or recently over gchats while he was in the hospital, our discussions on transformation, life, family, faith, leadership, and more carried on like we still were traveling together.
Those times will be missed by us, and his family.