Task A1.4: List the Various Parts and Stakeholders

What is Task A1.4?

Task A1.4 is part of the "Observe" phase in the Viability Canvas methodology, specifically within the "Define the System-in-Focus" step (Step A1). This task instructs you to "List the various parts and stakeholders" of your system-in-focus to create a comprehensive inventory of its components and interested parties.

Purpose of Listing Parts and Stakeholders

The purpose of this task is to identify all the elements that make up your system-in-focus and all the parties that affect or are affected by it. This serves several important functions:

1. Creating a complete picture: Ensuring no important elements are overlooked in your analysis
2. Preparing for allocation: Providing the raw material for assigning parts to VSM systems
3. Identifying relationships: Understanding how different parts interact with each other
4. Recognizing dependencies: Clarifying connections to external stakeholders
5. Establishing a baseline: Creating a foundation for identifying gaps or redundancies

By creating this comprehensive inventory, you ensure that your subsequent VSM analysis is based on a complete understanding of the system's components and context.

How to Complete Task A1.4

To list the parts and stakeholders effectively:

1. Identify internal components of the system-in-focus:
   • Operational units that deliver products or services
   • Management functions that coordinate and optimize
   • Support functions that enable operations
   • People, roles, departments, teams, and resources
2. Identify external stakeholders:
   • Customers and end-users of the system's outputs
   • Suppliers of inputs to the system
   • Regulators who constrain or enable the system
   • Partners who collaborate with the system
   • Competitors who influence the system's environment
3. Be exhaustive but focused:
   • Include all elements relevant to the system-in-focus
   • Exclude elements that belong to other recursion levels
   • When in doubt, include items for later review
4. Organize the list for clarity:
   • Group similar elements together
   • Distinguish between internal parts and external stakeholders
   • Note any obvious relationships or dependencies
5. Review for completeness:
   • Check against organizational charts or process maps
   • Consult with people familiar with different aspects of the system
   • Consider if anything is missing or ambiguous

Example Application

In the Bike Shop example:

Internal Parts:

• Bike Sales Department
• Repair Workshop
• Parts Inventory Management
• Customer Service Desk
• Marketing Function
• Purchasing Function
• Shop Manager and Management Team
• Bike Technicians
• Sales Associates
• Accounting Function

External Stakeholders:

• Casual Cyclists
• Professional Cyclists
• Bike Manufacturers
• Parts Suppliers
• Mall Management
• Competitors
• Local Cycling Clubs
• Regulatory Authorities

By creating this comprehensive list, you establish the foundation for subsequent allocation of these elements to specific VSM systems.

Why This Approach Works

Listing parts and stakeholders works well because:

1. It prevents oversights: Ensures all relevant elements are considered in the analysis
2. It creates shared understanding: Builds consensus about what constitutes the system
3. It prepares for allocation: Facilitates the assignment of parts to VSM systems
4. It highlights potential issues: Often reveals redundancies, gaps, or unclear responsibilities
5. It establishes a tracking mechanism: As you progress through the analysis, you can cross items off this list as they're allocated to VSM systems

When implementing this step for your own organization, aim for completeness while maintaining focus on your chosen system-in-focus. Remember that this list will gradually disappear as you allocate its items to specific VSM systems in subsequent steps.