Visualisation and Storytelling for 

 Digital Product and Portfolio Management 

 Situation:​ I ’m working in the portfolio and strategy department of the digital business area of a   machine manufacturer than aspires to bring digital transformation to its more than 40   manufacturing plants all around the world . The main goal of my company is to assist our   factories to adopt new digital technologies , and also create new digital products . The factories   are active in 4 main industries of Tobacco , Pharma , Tissue and Supply Chain .      Challenge​ : Since all these factories to some extent are doing the same thing in different   industries , as part of their digitalisation efforts that have come up with digital tools ( software and   applications ) that are more or less the same at the core features but differ in minute detail   functionalities specific to their respective industry . Also these digital tools are built to serve the   existing customers but in the long run they need to compete with startups and other digital   native companies with decades of experience in the field . As an organization , we needed to find   a way to compare different digital applications made inside the company and also find out their   relative competitiveness in the market .      Selection :   To find the tool to tackle the challenge , I interviewed Product Managers , Designers , and the   higher management to find out what their pain points are and what do they need to better   understand their products positioning compared to other products and as well find the product ’s   competitiveness in the market . I found out that this problem has been existing in the organization   for the past two years and the complexity of the task requires an iterative , collaborative   approach that may take a long time to construct , and people have conflicting ideas about how   the tool should look like . As a result without raising too much expectation , or claiming that I have   a complete result , I decided to make storytelling and visualisation techniques to bring more   clarity into how people perceive the framework should look like .      Application :    Since most of the digital solutions we built try to help the people working in our customer   factories do their job more efficiently , first I created a strawman proposed framework and story   on how data from our machines is used to create the digital applications and assist the   customers . Sharing the visual framework and presenting it as a story on how data is being used   to create value for our customers . 

 Then looking at the competitor applications tried to come up with features ( EPIC clusters ) that if   put together can create different software applications like a Lego . 

 Putting these EPIC clusters into the storyline , and juggling them around , I made a prototype of a   tool to map the relative completeness of own and competitor applications in the EPIC cluster   dimension , while at the same time iterating on the EPIC clusters . 

 Finally I could come up with one visual model that many of the stakeholders liked , and believed   is able to map the features of both internal applications and external solutions . 

 Insight:​ This radar diagram splits the value propositions of our digital offerings into 6 , and then   split those value propositions into 19 distinct EPIc clusters and is able to measure the relative   strength of the internal and external applications and as well show the overlap between various   applications .    Using this tool , now our product managers can compare the features of their applications with   those of others , and the applications in the market , and check how complete their applications   are . Also Portfolio managers can look at the applications and see if there are reusable   components that exist between their own applications . This is becoming also the basis to   assess the relative synergies acquiring startups can bring for us .      Approach :    Next time I would do more formal journey mapping , and create more prototypes . I sometime feel   the proposed framework is not fully responding to the needs of stakeholders . I should have   interviewed more people and spent more time understanding the problems before jumping to   create a solution . The process was more like , creating a solution and then trying to find   customers for it , while turning and tweaking it to fit with the needs of   different stakeholders . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Visualisation and Storytelling for 

 Digital Product and Portfolio Management 

 Situation:​ I ’m working in the portfolio and strategy department of the digital business area of a   machine manufacturer than aspires to bring digital transformation to its more than 40   manufacturing plants all around the world . The main goal of my company is to assist our   factories to adopt new digital technologies , and also create new digital products . The factories   are active in 4 main industries of Tobacco , Pharma , Tissue and Supply Chain .      Challenge​ : Since all these factories to some extent are doing the same thing in different   industries , as part of their digitalisation efforts that have come up with digital tools ( software and   applications ) that are more or less the same at the core features but differ in minute detail   functionalities specific to their respective industry . Also these digital tools are built to serve the   existing customers but in the long run they need to compete with startups and other digital   native companies with decades of experience in the field . As an organization , we needed to find   a way to compare different digital applications made inside the company and also find out their   relative competitiveness in the market .      Selection :   To find the tool to tackle the challenge , I interviewed Product Managers , Designers , and the   higher management to find out what their pain points are and what do they need to better   understand their products positioning compared to other products and as well find the product ’s   competitiveness in the market . I found out that this problem has been existing in the organization   for the past two years and the complexity of the task requires an iterative , collaborative   approach that may take a long time to construct , and people have conflicting ideas about how   the tool should look like . As a result without raising too much expectation , or claiming that I have   a complete result , I decided to make storytelling and visualisation techniques to bring more   clarity into how people perceive the framework should look like .      Application :    Since most of the digital solutions we built try to help the people working in our customer   factories do their job more efficiently , first I created a strawman proposed framework and story   on how data from our machines is used to create the digital applications and assist the   customers . Sharing the visual framework and presenting it as a story on how data is being used   to create value for our customers . 

 Then looking at the competitor applications tried to come up with features ( EPIC clusters ) that if   put together can create different software applications like a Lego . 

 Putting these EPIC clusters into the storyline , and juggling them around , I made a prototype of a   tool to map the relative completeness of own and competitor applications in the EPIC cluster   dimension , while at the same time iterating on the EPIC clusters . 

 Finally I could come up with one visual model that many of the stakeholders liked , and believed   is able to map the features of both internal applications and external solutions . 

 Insight:​ This radar diagram splits the value propositions of our digital offerings into 6 , and then   split those value propositions into 19 distinct EPIc clusters and is able to measure the relative   strength of the internal and external applications and as well show the overlap between various   applications .    Using this tool , now our product managers can compare the features of their applications with   those of others , and the applications in the market , and check how complete their applications   are . Also Portfolio managers can look at the applications and see if there are reusable   components that exist between their own applications . This is becoming also the basis to   assess the relative synergies acquiring startups can bring for us .      Approach :    Next time I would do more formal journey mapping , and create more prototypes . I sometime feel   the proposed framework is not fully responding to the needs of stakeholders . I should have   interviewed more people and spent more time understanding the problems before jumping to   create a solution . The process was more like , creating a solution and then trying to find   customers for it , while turning and tweaking it to fit with the needs of   different stakeholders .
### Output: 