{"id":887,"date":"2020-08-21T00:32:25","date_gmt":"2020-08-21T04:32:25","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-hbappitch\/submission\/dravoka-the-world-first-digital-operating-model-management-platform\/"},"modified":"2020-10-16T14:57:15","modified_gmt":"2020-10-16T18:57:15","slug":"the-worlds-first-digital-operating-model-management-platform","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-hbappitch\/submission\/the-worlds-first-digital-operating-model-management-platform\/","title":{"rendered":"The World\u2019s First Digital Operating Model Management Platform"},"content":{"rendered":"

\"\"<\/p>\n

THE ORIGIN<\/p>\n

The idea for the platform name comes from the realization that operating models are extremely interconnected and complex things. DRAVYA is the substance or the materials that comprise the universe, the LOKA is the universe or universes itself. The substance and universes need to be understood in a dynamic and ever evolving set of relationships and contexts. This means that managers and strategists need to have accurate state information in ways that cannot always be anticipated to exist as part of the competitive universe within that they operate. We believe that a lack of accurate data and analytics about the very nature of operating model components is the reason why many organizations and transformations ultimately fail.<\/div>\n

 <\/p>\n

According to Jain cosmology, the LOKA is comprised of six substances.\u00a0 Likewise, a<\/span>n organization must therefore be\u00a0 made of these same six substances:<\/span><\/p>\n

    \n
  1. Sentient beings or souls (<\/span>People<\/b>)<\/span><\/li>\n
  2. Non-sentient substance or matter (<\/span>Assets<\/b>)<\/span><\/li>\n
  3. Principle of motion (<\/span>Transactions<\/b>)<\/span><\/li>\n
  4. The principle of rest (<\/span>Reference<\/b>)<\/span><\/li>\n
  5. Space (<\/span>The Company itself<\/b>)<\/span><\/li>\n
  6. Time (It is the cause of both <\/span>Continuity<\/b> and <\/span>Succession<\/b>)<\/span><\/li>\n<\/ol>\n

    Companies decisions are greatly influenced by both internal substances and the entities external ecosystem (ie. Regulators, Vendors, Competitors). Managers must be able to visualize and visually explore the operating model of the future in order to succeed.\u00a0 In short, we need to digitize the existing operating model.<\/span><\/p>\n

    \"\"<\/p>\n

    Harvard’s Mission statement is the inspiration behind our platform’s purpose. MAKE THE WORLD WORK BETTER<\/strong><\/span><\/p>\n

    \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 “The mission of Harvard College is to educate\u00a0the citizens and citizen-leaders for our society. We do this through our\u00a0commitment to the transformative power of a liberal arts and sciences education”<\/strong><\/span><\/em><\/p>\n

    We sincerely believe that if all companies could be given a pathway for transformation, then the world would be changed forever.\u00a0 We will open source the software (FREEMIUM version<\/strong> ) so that educators and researchers have access to all this data and so that the principle within the platform are accessible to all.\u00a0 The\u00a0 ecosystem of the platform will only be available to the PREMIUM version and payed subscribers<\/strong>.<\/span><\/p>\n

    Organizations need a solution that allows them to train, realign, and absorb uncertainty into the operating model <\/span>faster<\/b>. For example, COVID-19 has created the <\/span>largest performance and opportunity<\/b> gaps<\/b> that ever existed in the modern world. Dravoka <\/span>forces<\/b> one to look at these opportunities and challenges managers to respond and ultimately to anticipate the forces the required to change in the very nature of their business itself.<\/span><\/p>\n

     <\/p>\n

     <\/p>\n

    \"\"<\/p>\n

    THE DRAVYA OF AN ORGANIZATION<\/p>\n

    As leaders, we are compelled to embrace and understand the true complexity involved in an operation. This is what we are dealing with and it is only going to grow and get more complex!\u00a0 This image represents only 5% of a fully mapped and digitized operating model.\u00a0 How can today’s hugely complex operating models be understood without the use of a tool purpose built for extracting the valuable data signals of the operating model.\u00a0 We need to be able to ask our operating model simple questions like:<\/span><\/p>\n

    “Show me manual processes with customer value of greater that $10 million that utilize contracted data where the contracts are expiring in the next 6 months”<\/p>\n

    I think in most organization the question could not be answer with certainty before the 6 month window was up.\u00a0 Oops, that might be a problem!<\/p>\n

    There is an epidemic<\/strong> of failure in the understanding of complex<\/strong> interdependencies<\/strong> among various dimensions<\/strong> of an organization\u2019s operating<\/strong> model<\/strong>. This failure in understanding limits leaders in implementing any meaningful<\/strong> change to its operating model. Structural, regulatory and market changes due to COVID-19 will exacerbate the poor implementation and adoption of change. The lack of understanding of these complex interdependencies has resulted in high<\/strong> failure<\/strong> rates.<\/strong><\/p>\n

    Most stakeholders have limited insight into various \u201cdimensions<\/strong>\u201d of their firm\u2019s operating model. As a result, implementing any meaningful<\/strong> change typically ends up a costly<\/strong> affair. Unfortunately, many stakeholders are unable to look at the relevant<\/strong> data<\/strong> to make decisions to ensure their survival<\/strong>.<\/p>\n

    \"\"<\/p>\n

    THE PROBLEM<\/p>\n

    It’s kinda crazy, in any room of 100 CTO responsible for transformation, no two will have the same idea about what it is, or even recognize what success looks like.\u00a0 AND yet,\u00a0 we spend untold billions attempting to achieve the non-defined\u2026and YEAH,\u00a0 everyone knows that this is not a smart approach, yet we still do it.\u00a0 OOPS, that might be a problem!<\/span><\/p>\n

    Low success rates of digital transformation programs is primarily driven by the static view of an operating model\u2019s dimensions. These dimensions include, but not limited to, an organizations\u00a0 people, processes, technology and data.\u00a0 Furthermore, only a handful of dimensions within this confined static view are considered for impact assessment during the planning phase of transformation. This approach leaves organizations vulnerable to unforeseen events, posing a threat to its survival and growth.<\/p>\n

    In reality, an operating model\u2019s dimensions are dynamic and constantly evolving, continuously expanding and contracting along with the addition of new dimensions.\u00a0 It is critical to capture this dynamic nature of an operating model and apply analytics to bring meaningful change to an organization and to develop mitigation plans for high velocity of unforeseen events. In particular, Disruption<\/em><\/strong> from upstairs with a mission and nothing to lose.<\/p>\n

     <\/p>\n

    \"\"<\/p>\n

    THE SOLUTION<\/p>\n

    \n

    A Digital \u201cTwin\u201d of the operating model allows decision makers to safely model future state. Organizations need the ability to assess quickly the impact of change and to recalibrate the operating model. This capability enables them to increase the success rate of transformational programs (structural or digital) as well as to act quickly to develop a plan to counter unforeseen events or unintended consequences.\u00a0 What would the metric be that measures transformation success probability for the CEO?\u00a0 With Dravoka that data is put in the hands most capable of acting and correcting before it is too late.<\/p>\n

    Organizations are just now beginning to realize that their operating model is evolving at an incredible rate. Leadership needs to understand the ground truth of the operating model without delay to assess the impact and respond to any unforeseen event.\u00a0 The only way to get to ground truth is from the organization \u201ccrowd.\u201d\u00a0 Thus, we made it easy for everyone in the organization to maintain their own little piece of the universe.<\/p>\n

    COVID-19 IS A WAKE-UP CALL!\u00a0 Organizations have realized that getting back (to normal) is not going to happen, rather a new norm is emerging\u201d. The new world is Agile<\/em><\/strong>, based on facts and science.<\/p>\n

    Today, most tools available in the market, in this space provide \u201csiloed\u201d solutions for only three or four dimensions, but there are N-dimensions.\u00a0 Therefore, existing tools put incomplete or inaccurate data in the hands of decision makers, and that is EXTREMELY dangerous.\u00a0 Companies invest millions in disparate technologies that do not seamlessly talk to each other and cannot meaningfully relate to the business. To add to this complexity, companies run uncoordinated improvement initiatives within many and varied silos of information and responsibility. As a result, companies struggle with applying analytics to generate business value.<\/p>\n<\/div>\n

     <\/p>\n

    \"\"<\/p>\n

    HOW DOES IT WORK<\/p>\n

    We start with our clients. We gain an understanding of their processes and how their business works. We gather data, analyze processes and corresponding data, and make recommendations as to how they can operate more effectively and efficiently. Clients get consultants to guide them and make recommendations as to how to achieve the transformation with timelines and metrics.\u00a0\u00a0 This is the expert part of the network.<\/p>\n

    We then tell them the data they need to gather.\u00a0 This is the coaching dimension.\u00a0\u00a0 We add value by making use of wasted resources and data that are dispersed throughout the organization: excel spreadsheets, databases, HR systems, vision drawings, and in file shares or SharePoint. We ingest it all, digitize it, and begin to map relationships within the discovered entities.\u00a0 Sounds like a daunting task, but when implemented thoughtfully, it is easy.\u00a0 For example, we completed the exercise in 8 weeks with a team of 5 at a financial services firm that wished to become digital.<\/p>\n

    Clients can access our cloud platform model subscription P<\/strong>AAS or install the platform locally.<\/p>\n

    First, we embed the client\u2019s (subscriber) business operations into the measurement process, this helps with buy-in and change management.\u00a0 We achieve value by convincing the organization\u2019s vendors to participate in the ecosystem.\u00a0 Once a vendor is mapped in, the client (subscriber) can leverage that critical data.\u00a0 Think, just one source of truth for all.\u00a0 The vendor is incentivized to reduce support costs while able to access the anonymized and aggregated data for their own product development purposes.\u00a0 Experts and coaches participate to provide services to the subscribers. Incentives are aligned to encourage improvement over time.<\/p>\n

    By operationalizing our cloud system, we get data integrity, sources of truth, streamlined processes, repeatable and reliable output, so we can provide solutions more quickly.\u00a0\u00a0 We start to build a culture in terms of changing how clients think and believe in transformation, that it will succeed in the long run. Coaches are available on demand to teach our clients to use THAT graph, THAT visualization, or THAT piece of data- to make meaningful and concrete decisions when the clients need them.<\/p>\n

     <\/p>\n

    \"\"<\/p>\n

    CRAWL, WALK, RUN, FLY<\/p>\n

    Moneyball Quote:<\/p>\n

    \u00a0 “This is a process! It\u2019s a process, it\u2019s a process. OKAY?”<\/strong><\/em><\/p>\n

    Just because you are doing a handful of ML\/AI projects does not mean that you have a matured DIGITAL<\/strong> operating model. The goal is to have the ability to create a \u201crepeatable\u201d process, a factory<\/strong>, that leverages both internal and external communities to continuously ingest new data and create new value.\u00a0 \u00a0For established organizations, Digitalization can not be achieved without digitization first.\u00a0 The full effect of the platform and its ecosystem is to gently, firmly, and constantly exert tidal forces that encourage the maturing of the operating model’s capabilities.<\/p>\n

     <\/p>\n

    \"\"<\/p>\n

     <\/p>\n

    \"\"<\/p>\n

    Dravoka\u2019s architecture allows for increased <\/span>customer value<\/b> and <\/span>massive scaling<\/b> with full <\/span>pricing flexibility<\/b>.<\/span><\/p>\n

    Dravoka is a containerized, scalable, multi-tenant, and a multi-cloud solution that can be deployed on-premise, private cloud, or as a PaaS as well. This is achieved with a combination of open source technologies that enables us to be flexible on Dravoka\u2019s pricing. The platform can be auto-scaled for transactional volume that is agnostic of deployment model.\u00a0<\/span><\/p>\n

    The data integration engine can seamlessly import data into Dravoka from existing dormant MS Excel, MS Visio and other files. It can also connect with various other data stores like SQL, NoSQL, and big data. Dravoka\u2019s middle-tier is built in Python on the Django framework.\u00a0<\/span><\/p>\n

     <\/p>\n

    \"\"<\/p>\n

    The global <\/span>digital transformation<\/b> market size was valued at <\/span>USD 336 billion in 2020<\/b> and is expected to expand to <\/span>$1.3 trillion in 2027<\/b> at a compound annual growth rate (CAGR) of 22.5% from 2020 to 2027. North America is expected to be the largest market share at around 30%. <\/span>The <\/span>serviceable market share<\/b> for Digital Operating Model platform <\/span>is expected to be in the range <\/span>of $200 \u2013 $300 billion<\/b> over the next five years.\u00a0<\/span><\/p>\n

    We believe Dravoka can capture <\/span>1\/3<\/b>rd<\/b> of the serviceable market share<\/b> given the early mover advantage.\u00a0 <\/span>As a first mover advantage, we will capture <\/span>1\/3<\/b>rd<\/b> of the serviceable market share <\/b>because:<\/span><\/p>\n

      \n
    1. The technology is built on <\/span>cutting-edge<\/b> technology on which <\/span>new solutions<\/b> can be built and deployed <\/span>quickly<\/b>.<\/span><\/li>\n
    2. The <\/span>ecosystem<\/b> will give a tremendous <\/span>boost<\/b> to the revenues.<\/span><\/li>\n<\/ol>\n

      Post-Covid-19, organizations have <\/span>accelerated<\/b> the <\/span>digitalization<\/b> initiatives that gives <\/span>real\/near-real time<\/b> transparency into the maturing operating model.<\/span>\"\"<\/p>\n

      The key to the success of Dravoka is the <\/span>adoption<\/b> of the platform by the <\/span>community<\/b> i.e. clients, consultants, software companies, and the regulators. This will only happen if Dravoka serves as a \u201cknowledge hub\u201d of the ecosystem that they can leverage<\/span><\/p>\n

       <\/p>\n

       <\/p>\n

      \"\"<\/p>\n

      SUCCESS MEANS ACHIEVING OUR MISSION<\/p>\n

      The success of DRAVOKA is the collective effort of the ecosystem to not only improve itself, but also help those who need\u00a0it and when they need\u00a0it.<\/p>\n

      This occurs through a combination of \u201cshared\u201d data, providing guidance through continuous coaching, and donating hours to bolster talent.\u00a0 We believe that citizen-leaders will evolve within the platform and that the integrated social conscience of the platform cause those leaders to integrate the idea of \u201cmake money, have fun, do good\u201d into the mission of each and every participant and company.\u00a0 This will encourage incredible amounts of capital, intellectual power, and labor to change the world.<\/p>\n

      Staying Ahead of the Client Game <\/u><\/strong><\/p>\n

      Mary, the Chief Client Officer, believes in delivering high service levels and cultivating strong business relationships with clients.<\/p>\n

      Current Pain Points:<\/strong> Mary feels she does not have a firm grip on the clients\u2019 needs and believes that the approach is very reactive in handling client demands. She also wants to be on the offensive and showcase the management of the firm\u2019s operations as a strength and a differentiator during client pitches and operational due-diligence meetings.<\/p>\n

      Experience with Dravoka:<\/strong> Mary utilizes the Dravoka for the management<\/strong> of RFI<\/strong>\/RFP<\/strong> and Due<\/strong> Diligence<\/strong> Questionnaire<\/strong> (DDQ)<\/strong>. Responses are recorded<\/strong> and tagged<\/strong> for generic and investor specific questions so that they can easily be queried<\/strong>. She utilizes Dravoka\u2019s innovative \u201cchat<\/strong> based<\/strong>\u201d and traditional<\/strong> workflows <\/strong>capabilities to standardize the process of response management. Dravoka\u2019s Alert<\/strong> mechanism notifies her as well as the Chief Investment Officer of any changes to the response. She impresses upon the firm\u2019s prospects by showcasing the digital<\/strong> twin<\/strong> of the firm\u2019s operating model. She demonstrates to the client prospects on how her team monitors<\/strong> the controls<\/strong> 24x7x365 days. She further demonstrates how she is alerted<\/strong> in case of any breaches to controls or if they uncover any audit or compliance breaches. She has also digitized<\/strong> all of the client\u2019s custom requirements<\/strong> (e.g., custom reporting) and has armed the client services with the graphical and metadata version of data governance<\/strong> and process<\/strong> repository<\/strong> that enables the group to quickly identify the source of the problems (process, data lineage, etc.) put the remediation plan in action. Mary solicits feedback from the clients through Dravoka\u2019s Survey<\/strong> capabilities and assess the client satisfaction level as well as suggestions on service improvement.<\/p>\n

       <\/p>\n

      \"\"<\/p>\n

      Phase I – 3 Month –\u00a0 Release the Platform<\/strong>.\u00a0 The platform software is already completed and an Alpha client is using it.<\/p>\n

      Phase II – 6 Month – Release the Ecosystem.\u00a0\u00a0<\/strong>The Alpha client has connected with its closest partner’s and has received verbal agreement from them that they will collaborate on the project.<\/p>\n

      Phase III – 9 Month – Sales and Marketing.\u00a0\u00a0<\/strong>We will be ready to engage with our prospective clients in the channels and communities that they frequent.\u00a0 The initial spend on this phase will be the hire of a marketing professional and the creation of a digital marketing strategy.<\/p>\n

      \"\"<\/p>\n

      WHAT IS THE FIRST QUESTION OF TRANSFORMATION?<\/p>\n

      \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0<\/i>\u201cI don\u2019t think we are asking the right question. I think the question we should be asking is, \u201cDo you believe in this thing or not?\u201d ~Moneyball<\/i><\/strong><\/p>\n

      If you do, let’s get started!<\/p>\n

      \"\"<\/p>\n","protected":false},"excerpt":{"rendered":"

      The majority of transformation initiatives today are utter failures – wasting untold billions! Unbelievably, many executives believe their transformations will fail even before they begin. We aim to solve this problem.<\/p>\n

      DRAVOKA'S platform and ecosystem are designed to instill a belief in our clients that their transformations will succeed. We educate and train our clients to use THAT graph, THAT visualization, THAT data to make meaningful and concrete decisions. Transformation is a process that begins with DRAVOKA!<\/p>\n","protected":false},"author":13123,"featured_media":910,"comment_status":"open","ping_status":"closed","template":"","categories":[514],"class_list":["post-887","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry","category-platform-operating-model","hck-taxonomy-organization-dravoka","hck-taxonomy-industry-technology","hck-taxonomy-country-united-states"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-hbappitch\/round\/contestant-submissions-september-2020\/","_links":{"self":[{"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/hck-submission\/887","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/hck-submission"}],"about":[{"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/types\/hck-submission"}],"author":[{"embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/users\/13123"}],"replies":[{"embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/comments?post=887"}],"version-history":[{"count":6,"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/hck-submission\/887\/revisions"}],"predecessor-version":[{"id":1537,"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/hck-submission\/887\/revisions\/1537"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/media\/910"}],"wp:attachment":[{"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/media?parent=887"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/d3.harvard.edu\/platform-hbappitch\/wp-json\/wp\/v2\/categories?post=887"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}