Activity 1: Disruption Mapping
Map the transformation landscape for your assigned domain and technology. Draw on your own professional experience alongside wider industry evidence.
Time: 20 minutes
Current State
How does this domain operate today? Who holds power in the value chain, how is value created and captured, and where are the inefficiencies?
Technology Capabilities
What does this technology genuinely enable — not just the hype, but the real capabilities? What are the current limitations organisations must work around?
Emerging Changes
What evidence of change is already appearing? Which organisations are leading adoption, and what early results are emerging? What signals are most significant?
Future Possibilities
What could a well-resourced technology organisation build in this space within 5 years? What does the domain look like if transformation succeeds — and if it stalls?
Key Disruption Forces
From your mapping, identify the 3 forces that will most determine whether and how fast this domain transforms — structural, not superficial.
1
2
3
Activity 2: Strategic Impact Canvas
Assess the strategic impact of digital transformation in your domain using the Desirability–Feasibility–Viability framework. The goal is a clear, evidence-based strategic position — not a wishlist.
Time: 20 minutes
Desirability
What do users and customers actually want?Feasibility
What is actually achievable, and at what cost?Viability
Where does the sustainable value lie?Core Strategic Insight
Distil your analysis into one clear statement: what is the single most important strategic decision organisations in this domain must get right to succeed in this transformation?
Activity 3: Barriers & Roadmap
Identify the real barriers preventing organisations in your domain from transforming — not surface symptoms but structural causes. Then define credible approaches and the measures that would tell you they're working.
Time: 20 minutes
Implementation Priority
Which barrier, if addressed first, would most unlock progress on the others? What is the concrete first move an organisation should take?