Open Village Workshop Map
In Open Village solutions we take shared value creation as our starting point. Behind every business process sit real decisions, actors and collaborations. We look for domains where several participants create value together, and where we can support one defined subprocess end to end.
Our solutions follow the path of how value comes into being from start to finish: from the appearance of a need, through decisions and collaboration, to the resulting outcome. In this way we shape digital spaces that make shared work more structured, transparent and effective.
During discovery we form the real operating spine of the domain — the steps that are actually required for value to emerge: the decision points, the places of collaboration and the foundation of the process.
A business process often takes years to form, and there is frequently a gap between documented operations, the logic of existing systems and everyday practice. Uncovering how things really work therefore needs professional alignment, joint thinking and deeper analysis — and we turn that knowledge into a digital system foundation that remains refinable, configurable and extensible based on the experience of the domain’s actors and industry specifics.
01 — Discovery
We find the points in the value-creation process where the work of several actors connects, and where shared work can be supported by a clearly defined system.
We examine the size of the problem, the links between actors, the decision processes, and the points where desired and actual collaboration diverge. We understand where the greatest friction appears, which parts can be formalised, and where a shared digital space can create real value.
We also analyse how generalisable the uncovered pattern is, in which industries it appears, which existing solutions handle it today, and what room there is to shape a scalable system.
Outcome: the connection point of the value-creation process — the core task, the actors involved, the circles of responsibility, and the processes the system must support.
02 — Operating spine
We arrange the uncovered way of working into a coherent model. The aim is to define which business concepts, actors, relationships, states and decision points form the foundation of the process.
The model contains only what matters for value creation, leaving out everything that is not part of actual operations. This creates a shared base that joins the experience of business actors with the concerns of technical realisation.
Outcome: a stable foundation on which the digital system can be built, then further shaped to the specifics of the domain.
03 — System foundation
On the basis of the operating spine, the actual shaping of the digital system begins: we turn the uncovered business way of working into a system structure that maps the actors, decisions and operations in the process.
We form the system’s fundamental elements — the business models, their relationships, the APIs, the operations belonging to the processes, and the state changes that arise as work proceeds.
Outcome: a stable system foundation that follows real operations, and on which industry specifics, configurations and further functions can later be built safely.
04 — Collaboration space
The model that defines the system foundation also marks out the space in which participants work. It becomes visible which tasks each actor connects to, what information they need, and what they can access at each point in the process.
We design the interactions, the presentation of information and the connection points of the actors so that everyone can join the shared process in a way that fits their own role.
Outcome: a system that not only manages information, but also makes it available to process participants in the right place and at the right time.
05 — Refinement
We refine the shaped way of working until the processes become naturally followable and understandable for participants. Based on experience from use, we examine the effect of individual steps, decision points and interactions.
As the stage closes, we analyse further development opportunities: the points where a change can have significant operational impact, and the areas that can create further value for participants.
Outcome: a system that can keep evolving together with the value-creation process and its actors.
06 — Initial rollout (with first partners)
The shaped system foundation creates a collaboration opportunity in which the domain’s actors connect to a way of working that has already been uncovered and modelled.
During rollout we work with the domain’s actors to align the shaped processes with real operations, form the necessary configurations, and ensure fit with the specifics of the organisation and industry.
This means significant time and cost savings for companies: the foundations, business models and processes needed for development are already in place. Shared work thus starts not from an uncertain preparatory phase, but from a concrete operating base — from which real decisions and delivery can emerge faster.
07 — Vertical scale
Based on experience from rollout and validation done together with industry actors, the system becomes ready for broader application.
During development we seek a balance between partners’ individual needs and the general way the vertical works — that is what makes it possible to solve real business problems while keeping the system open to further actors.
Outcome: a solution built on the experience of first partners that also creates value for new entrants — the system keeps evolving together with the industry community.
The Workshop Map follows the path of how value comes into being: we turn uncovered operations into a system foundation, then refine and scale it in a shared space — together with the domain’s actors.