SBG Neobank, ThoughtLab Streams and Timeline

Clean view of who does what, by phase. Built for quick decision making.

Team activity timeline (clear by phase)

Inception
W1-2
Discovery
W3-10
Define
W11-22
Design
W23-32
Tapfuma
Support
Scope and objective sanity check
Support
Feasibility lens on markets and regulatory constraints
Lead
Capability model, build/partner/leverage, accelerator shaping
Lead
Tech partner framework, integration principles, KPI practicality
Alistar
Support
Initial architecture assumptions
Support
Technical and regulatory feasibility support
Lead
Architecture and partner criteria definition
Lead
Integration model and service delivery principles
Gugu
Support
Desk research setup inputs
Support
Market evidence and competitor intelligence
Support
Vendor mapping and capability evidence
Support
KPI evidence and partner practicality inputs
Gretchen
Support
Experience principles at setup
Support
Demand-side and customer journey implications
Support
CX architecture input to proposition and capability model
Support
GTM activation and journey design support
James
QA
Executive alignment
QA
Steering and quality oversight
QA
Decision quality and stakeholder alignment
QA
Executive sign-off support
Legend: Lead = TL owns delivery. Support = TL contributes into Genesis-led stream. QA = executive oversight.

Costing view (draft for James)

Plug in day rates and adjust days. Formula used: Subtotal = Day Rate × Days.

Person Indicative role Estimated days Day rate (ZAR) Subtotal (ZAR) Notes
TapfumaProduct and capability lead26[insert][calc]Define and Design heavy load
AlistarTech and partner framework lead24[insert][calc]Architecture and integration depth
GuguResearch and strategy support20[insert][calc]Discovery through Design support
GretchenCX and journey support16[insert][calc]Discovery, Define, GTM support
JamesExecutive oversight and QA10[insert][calc]Steering and executive quality gates
Total96[calc]
Phase 1-2 (Inception + Discovery)
36 days
Phase 3 (Define)
34 days
Phase 4 (Design)
26 days
Contingency
10%-15%
Assumptions: includes standard workshop cadence and review cycles. Excludes major scope changes, additional markets beyond agreed list, and out-of-cycle executive deck rewrites.

Dependencies and costing risk flags

DependencyOwnerDelay impactCosting note
Market shortlist and data packsGenesis / SBGPushes Discovery workload rightMay compress effort into higher-cost weeks
Regulatory interpretation per marketGenesisBlocks capability and partner design detailCan trigger rework in Define
SBG stakeholder availabilitySBGWorkshop and sign-off slippageMore cycles may need change request
Operating model direction finalisationGenesis / SBGImpacts Design sequencingIntegration work may expand if late changes
Phase Work item Genesis role TL role TL owner(s) Output Timing
InceptionMobilise, align scope, governanceLeadSupportTapfumaAgreed scope, ways of working, decision cadenceWeeks 1-2
DiscoveryMarket and segment prioritisationLeadSupportGugu, TapfumaPrioritised markets with product feasibility lensWeeks 3-10
DiscoverySupply-side and demand-side analysisLeadSupportGugu, GretchenOpportunity and customer insights translated into product/CX implicationsWeeks 3-10
DiscoveryRegulatory review by marketLeadSupportTapfuma, AlistarRegulatory implications for architecture and operating constraintsWeeks 3-10
DefineCapability model (build, partner, leverage)Co-ownLeadTapfuma, Alistar, GuguCapability blueprint with ownership split by layerWeeks 11-22
DefineAccelerators and reusable assetsCo-ownLeadTapfuma, Alistar, GretchenAccelerator pack, reusable components and playbooksWeeks 11-22
DesignTech partner selection frameworkCo-ownLeadAlistar, Tapfuma, GuguEvaluation framework, criteria, indicative partner categoriesWeeks 23-32