Where organisations struggle to mature their approaches in often in the structures that already exist not being built for purpose around handling both build pressures for enhancements and also repair of existing and ongoing digital apparatus.

By introducing some direction separation into the business and strategy pathways around product level decision making their can be a substantial leap in being able to see clearly what the problems and oportunities are and how they can be pragmatically and quickly handled.

At the highest level you should be embracing a progression like...

Phase 1 : Venture Innovation to differentiate

• Lean business research and strategy sprints develop backlogs of value
• Innovation Conceptualisation sprints as regular collaborative paractice
• Venture & Value focused Research and Human Centred analysis
• Proof of Concept from design to live activations

Phase 2 : Incubate to scale

• Systems Thnking to percollate cross capability
• Consolidate broader Hypothesis & Prototypes,dependency ananlysis
• Better faster learning, safe fails and compliance definitions,
• Governance, change insights, process development and much more...

Phase 3 : Continual Improvement in Performance, Insights, Delivery and Integration

• Analytics Design and Product Optimistion Definitions
• Product Enhancement and Prototyping sprints
• Delivery Optimisation and Change Sprints
• Design Ops and Product Management Coaching
• CX and Commercail Data tuning for Business As Usual Product Management Lifecycles

Phase 4 : BAU Optimisation via Data and Analytics &(AIML Ops enabled)

• Data Discovery further Hypothesis Definition and testing rigor
• Prototyping beyond A|B sprints into multivariant ananlytics ifecycle focused activity
• Delivery and Optimisaiton Sprints for value flow and distributed Agile performance
• Resulting Change for Business As Usual in Lean Operations and feature retirement-migrations
• Ecosystem modernisation is low risk in this phase.