Issue #17 - Unpacking the People, Process, Technology & Data Framework
How to use the most helpful and popular operational framework out there
Read time: 11 minutes
Frameworks are essential for planning and structuring your organisation's strategy and operations.
Usually, they aren’t buzzy or high-level because their whole purpose is to provide structure!
But unfortunately, I think the People, Process & Technology framework has entered that ‘buzzword’ territory…
Last month's article mentioned the People, Process & Technology (PPT) framework. While it is popular and everybody references it, most organisations don’t actually practice what they preach.
Before we dig into that, here is how Smartsheet describes the PPT framework:
As a term, people, process, and technology refers to the methodology in which the balance of people, process, and technology drives action: People perform a specific type of work for an organization using processes (and often, technology) to streamline and improve these processes.
So what’s the problem you ask?
Well, these three things are not treated as equals. AND its missing data!
The People, Process, Technology & DATA Framework
As the definition above mentions, the People, Process & Technology framework (also referred to as the Golden Triangle) is about finding a balance between three integral components. This way of thinking helps organisations figure out how to best deliver against their objectives, make important decisions, or manage change (which is inevitable).
I like the framework, but in my opinion, it is outdated and doesn’t encapsulate everything an organisation needs to think about to make sound decisions. Especially, when we are talking about the Data Ecosystem! There are two main issues:
Data Leadership Skews to Technology – Leaders (whether they have data in their title or don’t) want silver bullets to their problems. Technology salespeople are great at presenting their tools as a silver bullet. Hence, leaders tend to focus their energy on picking the technology they think would work the best. What you see is the people and process parts of the framework are not considered in the decision and are made to conform to the technology choice. Within this, leadership also leaves out how to implement change management, a crucial enabler of success. We will talk more about this later in the article, but this kind of thinking is the whole reason why the PPT framework exists and the whole reason why I think it is buzzier than substance (because nobody follows it properly)
Change management is always the biggest victim of Technology-first thinking It Doesn’t Include the Role of Data – The other component is that data is not included in the PPT framework despite the framework being used disproportionately in the data industry and for data change projects. Granted, this framework was built before data had such a huge role; but the fact that few consultancies or companies have adapted the framework speaks to its lack of theoretical evolution. Today, data plays a huge role in each of the people, process, and technology arms. For example, data needs to be a key part of any business culture to help people do their jobs better. Or underpin processes to improve decision-making and collaboration. Or is the main consideration of most technology investment, as modern tech either creates, manipulates or uses data to fulfil its function. Either way, data needs to be considered.
To build on my qualms, I did a ton of research and finally found one article that provides a perspective on a People, Process, Technology & Data (PPTD) framework. It is called “People. Process. Technology. And Data. A Heretic’s View” in the Jabian Journal, which I highly recommend you read! My favourite quote from this epitomises my perspective exactly on why the PPT/ Golden Triangle framework falls short without talking about data:
“The classic P/P/T framework, often referred to as the “golden triangle,” is two-dimensional. It doesn’t account for the fact that data continues to emerge in businesses and serves as a driving force for future business capabilities, innovation, and growth… Consider only three of the four points in your organizational decisions and policies, and your view is limited to a partial picture of the whole.”
To address this, I reformatted the PPT framework to include Data. I have presented this in three different ways:
Key Questions – The key questions to keep in mind for People, Process, Technology & Data
Roles & Interactions – The roles/ purpose of People, Process, Technology & Data and how they interact with one another
Change Implementation – How to think about People, Process, Technology & Data as an organisation goes through change (one of the most relevant scenarios for this framework)
All four perspectives of the PPTD framework are important; given each component's wide-reaching implications, these topics need to be considered strategically (questions POV), operationally (interactions POV), and situationally (change POV).
Most Golden Triangle framework images you find on Google only tell you that the three components interact. In my mind that is useless; a framework is meant to guide your thinking with room for you to adjust given your unique situation.
Below, I explain each of the visualisations/ frameworks in more detail, explaining what they are, why they matter, and the practical implications to consider.
People, Process, Technology & Data Key Questions
The first framework is most similar to the ones you find on the internet. It is also the most basic and high-level. This structure and questions aim to give you a foundational starting point for how to think about each component and what their role is in the organisation. These questions prompt the right critical thinking necessary to plan in a deliberate way, customising any operational and strategic decisions to your organisational strategy and goals
Why does this framework matter?
Allows for a holistic approach to planning – Within these People, Process, Technology and Data questions, you can consider all crucial aspects an organisation needs to think about before embarking on hitting strategic goals, undergoing change initiatives, or any other decisions being made
Facilitates stakeholder alignment on critical topics – Answering these questions through discussions and workshops across departments brings diverse stakeholders together, aligning them around common goals and decisions
Proactively mitigates risks of forgotten considerations – These questions help organisations identify potential pitfalls and challenges early in the process, bringing to the forefront (thereby reducing the risk of forgetting) the topics that need to be considered to succeed
What are some practical implications of this framework?
Use these questions as a basis for strategic planning, change readiness, new initiatives, etc.
Customise these questions to align with the organisation’s situation
Incorporate these queries into strategic planning sessions and project kick-offs
Regularly revisit throughout the transformation process to ensure ongoing alignment and identify necessary adjustments
People, Process, Technology & Data Roles and Interactions
The second framework goes beyond the key questions and grounds how we need to think about each component of PPTD as it interacts with one another and how it is operationalised. This framework is still approached at a high level but does enough to structure the roles the components need to play in achieving your organisational goals. The biggest takeaway from this framework is how symbiotic these components need to be: you can’t tackle them in silos, or you lack a key enabler for success.
Why does this framework matter?
Systems approach to PPTD – Often the PPT framework is just a list of questions in a Venn Diagram. This version of the framework outlines how to view the different components as an interconnected system within the organisation rather than as isolated components
Outlines how to plan efficiently & effectively – The interactions identify the flow of how things work to plan efficiently, especially when considering resources, tooling decisions, and inputs into change initiatives
Provides a basis for how to optimise – Consider the maturity of each of these components. By identifying the weaker points, you can understand the knock-on effect it has, and help you plan on how to optimise that to strengthen the outcomes to drive organisational goals/ targets
What are some practical implications of this framework?
Consider the ripple effects across all four areas as changes happen
Look for opportunities to create positive feedback loops, where improvements in one area catalyse benefits in others
Use this framework to break down silos, helping demonstrate cross-functional collaboration and holistic problem-solving across teams and technology/ systems
People, Process, Technology & Data Considerations During Change/ Transformation Activities
The third framework is a situational view of how to use PPTD during a change initiative or digital transformation. Given the relevance of this framework in these situations, I thought it was pertinent to visualise it, demonstrating that transformation is not a linear process but an interactive one. Each of the four components informs and influences one another while keeping in mind the overall strategy and goals for change.
While they are interconnected, there is a path that I’ve crafted: Data -> People -> Processes -> Technology. This is to emphasise that only when the data has been assessed, the people are onboard/bought in and the right processes are set up can a technology implementation actually work. The iteration continues after a technology is implemented: pain points/ gaps have to be evaluated, people need to be consulted, and processes need to be tweaked to ensure the technology keeps delivering the value that was promised. This thinking is not often done in organisations, or if it is done, it is poorly executed.
Why does this framework matter?
Promotes a holistic approach to change – Similar to the two above frameworks, the power of this is the consideration of all four elements simultaneously, helping organisations avoid the pitfall of siloed thinking. A change in technology, for instance, inevitably impacts processes, data usage, and people's roles
Constantly keeps the strategy/ goals in mind – The central placement of 'Strategy & Overall Goals for Change' ensures that every action taken is in service of broader organisational objectives, preventing drift and misalignment
Emphasises the iterative and adaptable thinking – The cyclical design of this framework doesn’t just put questions in the user’s head, it ensures they think about them for continuous refinement. The flow ensures insights from data, for example, can immediately inform adjustments to processes, technology implementation, or people management
What are some practical implications of this framework?
Change leaders ensure balance between these four areas while considering how they feed into one another
Regular check-ins on how changes in one area are impacting others
Provides a checklist for comprehensive change planning, ensuring no critical aspect is overlooked
Demonstrates to leadership the need to consider data, people, and processes before technology implementation
Some Final Considerations on Each Component
This article was focused on the frameworks and how to use them, but it is worth mentioning some final considerations for each component to keep in mind:
People – This is all about fostering a culture where staff are empowered. In the case of data teams, this means empowering them to use data in their roles to drive better decisions. Who needs to be there, what skills they have, and what training underpins that are crucial. Ultimately, it all comes back to the culture; ‘culture eats strategy for breakfast’ as they say.
Process – Companies love to harp on too many processes, so they avoid them completely and say they are ‘agile’. Too many processes are cumbersome; zero processes are idiotic. Understand why you need the process, then design it effectively and efficiently. Make the processes enable data for more informed decision-making and embed insights and analysis into routine workflows. Without process, you get chaos.
I see too many companies who just use Agile as a buzzword and excuse for their incompetence Technology – Everything uses technology now, but there are too many technologies to know what to pick. Too much choice leads to confusion. Determine your overall tech strategy in conjunction with the other components. Make sure it is aligned with the business and data strategy. Don’t buy tech until there is a justified need, sponsorship/ involvement from the right people, and the processes to underpin and implement it.
Data – This shouldn’t be titled Data; it should be titled Insights. Draw conclusions and implications from the data available. Use it to inform decisions around the three components above. Data & analytics are mostly used for revenues, costs, and other KPIs, but they also need to play a part in operational decisions like building a working op model and organisational structure or choosing the right technology.
To Conclude…For Now
Overall, the PPTD methodology/ framework isn’t necessarily a component of the Data Ecosystem like Data Modelling, Data Governance or AI might be. But it helps us think better about the Data Ecosystem.
To effectively succeed in data, you need to be flexible, strategic and comprehensive in your thinking. Using the PPTD framework correctly gives you an edge to think that way.
In the next 3-4 weeks, we will reference this framework quite a bit as the topics we will discuss (e.g., Organizational Structure, Technology Strategy, Data Platform Philosophy, etc.) are best approached from this type of holistic perspective.
Remember, a framework is useless unless it helps guide your thinking and allows you to adjust it given your unique situation. Now, let’s put that into practice together, both in the Data Ecosystem newsletter and in your day-to-day data work.
Thanks for the read! Comment below and share the newsletter/ issue if you think it is relevant! Feel free to also follow me on LinkedIn (very active) or Medium (not so active). See you amazing folks next week!
In my experience, if change management is ignored by leadership, it can provide a career opportunity to data IC's down the ladder to (try to) implement it and manage up.