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Overview 61

the nature of its products and regulatory environment. The same organization may require a very
deep level of penetration where DG policies will manifest themselves in all aspects of the business.
List those segments of the business that will most likely come under the influence of the DG
program.

Activity Summary Table

Objective Determine candidate business units and/or organizations
that can come under the oversight of the DG program.
Begin to understand the possible span and depth of the
Purpose
DG program.
Inputs Business model, organization charts
Tasks 1. List business units/divisions that may be subject to DG.
2. Identify key divisions in business units.
3. Understand significant strategies and initiatives.
4. Determine if divisional differences merit different DG.
5. Develop list of organizational units in scope of DG.
Techniques None
Tools Word, PowerPoint, or similar
Outputs 1. Business-area candidates for DG
2. Divisional candidates for DG
3. High-level business strategies driving DG
4. Scope drivers of DG
5. DG program scope
Outcome A declaration of scope for the DG program
FIGURE 6-3
Activity Summary Table.

Business Benefits and Ramifications

DG is a business program. The business will benefit from this activity by getting a sense of how large
(or small) the DG program will be. On one hand, a realistic image of the extent of the effort becomes
evident. On the other hand, this realistic image may create some positive debate on where DG can
work.

Approach Considerations

Obviously, some explanation of DG is in order before this happens. Even though this book is focused
on deployment, it probably will be valuable to the nascent DG group to verify that there is adequate
understanding of DG to develop a realistic scope statement. They need to verify:

• Is there a working definition or perception of what DG actually is?
• Is DG truly sold? Is more selling needed?
• Is there at least a notional understanding of the long-term success factors and impact of DG?
If the answer to any of those questions is “No,” then the subsequent activities need to add effort to
reinforce DG concepts.
Sample Output

Figure 6-4 shows sample scope. Since there is one business model (in this case, retail), the scope is
functional in nature. Figure 6-5 shows the scope for an organization with multiple business models, so
scope is along the lines of brands, or units.