1. **Program-Service Relationship**: In your organization, are services designed to achieve program outcomes, or are programs defined by the services you happen to deliver? What's the difference, and what would change if you shifted to outcome-focused program definition?
2. **Service Portfolio Management**: Does your organization actively manage its service portfolio - classifying, rationalizing, aligning to outcomes - or does the portfolio grow organically? What value could PSAM analysis provide?
3. **Channel Strategy**: Is your organization pursuing digital transformation? If so, are you analyzing service delivery architecture (current channels, target channels, delivery roles, integration points) or jumping straight to technology? What risks does that create?
4. **Transformation Dependencies**: When your organization plans major initiatives, does it analyze dependencies and sequence work accordingly? Or does it try to do everything in parallel? What problems has that caused?
5. **Outcome Measurement**: Does your organization measure program outcomes (changes in target group states) or just outputs (services delivered)? If you shifted to outcome measurement, what would you discover?
6. **Architecture Governance**: Do transformation initiatives in your organization have architectural governance - someone ensuring initiatives align with strategy, maintain outcome focus, and manage dependencies? If not, what happens?
