210  Blockchain

• Execute a programme to improve capability uplift for existing

resources and making sure that their skills are aligned to the initia-

tives in question.

• Establish a programme or a number of programmes aligned to the

delivery of the business outcomes within the business case.

• Set up milestones with clear delivery outcomes, budget and timelines.

• Establish clear RACI before the launch of the programme.

• Kick off various projects to deliver the strategic outcomes as part of

the business case.

• Make sure to communicate to all stakeholders of the deliverables and

strategic outcomes.

• Set up roadshows and workshops to communicate the strategic deliv-

erables, benefits and most importantly how it will benefit the organ-

isation as well as individuals.

• Capture a baseline of the existing state of the organisation, busi-

ness processes and problems/deficiencies before starting the strategic

programme.

• Set up KPIs to measure the progress of the milestones against the

strategic outcomes. It is important to measure the milestones through

KPI in a timely fashion and raise risks/issues as soon as they are high-

lighted throughout the lifecycle of the programme.

• Provide an executive report to the senior stakeholders including spon-

sors of the business case on progress, budget consumption, percentage

of deliverables completed and any changes in the scope of timelines,

risks and issues. The report must also highlight any ask from the

sponsors, when an issue has occurred, or whether support is required

from external/internal parties.

• Create POC (proof of concept) and/or MVP (minimum viable prod-

uct) to determine the suitability of the outcomes and also take quick

feedback on the viability of the outcomes.

• Set up an early access programme with all end users and customers to

get their feedback on the product features.

• Prioritise the existing or newly highlighted product features. The pri-

ority should be based on business value, product improvement, spon-

sor feedback, competitiveness of the product by including the features,

customer feedback, regulator feedback and so on.

• Re-pivot the project plan or deliverables as soon as MVP is ready and

feedback highlight that the outcome will not be fit for purpose and it

does not provide a business value.

• Once the MVP or POC has been approved, accelerate the delivery of

the end product.

• Establish a product launch programme and select customers/regions

to launch the product, initially based on multiple factors like regula-

tors’ approval, existing customer base, supply chain, financial ben-

efits and competitive advantages by launching the product on certain

regions or for a certain customer base.