All six AMIGA dimensions on one plane
People, Process, Technology, Data, Governance, and Value — laid out as an integrated system rather than a list, so the dependencies between them are visible at a glance.
Six dimensions, the five delivery stages, and how they connect — printed at 11×17 so it works on a wall, in a war room, or beside a laptop during a steering committee. Free, no watermark.
People, Process, Technology, Data, Governance, and Value — laid out as an integrated system rather than a list, so the dependencies between them are visible at a glance.
Case, Roadmap, Implement, Test, and Harvest — the sequence a transformation actually runs through, from building a business case nobody can ignore to harvesting benefits for years after go-live.
The dimensions are the what; the stages are the when. The card shows which dimensions dominate at each stage, which is the part most framework diagrams leave out.
Sized for 11×17 output with type that stays legible at arm’s length on a wall, and it holds up as a digital reference on a second monitor.
The practical value of a wall reference is not the reader — it is everyone else in the room using the same words for the same things during a planning session.
Most transformation methodologies are described across a hundred pages and then quietly abandoned inside a month. Not because they are wrong, but because the cost of recalling them mid-decision is higher than the cost of guessing. If the model is not visible at the moment a choice gets made, it does not shape the choice.
That is the entire reason this exists as a single printed sheet rather than a chapter. AMIGA holds six dimensions in tension — People, Process, Technology, Data, Governance, and Value — and its central claim is that they fail together. A data problem surfaces as a governance problem. A governance delay surfaces as a people problem. Seeing all six at once is what makes that claim usable rather than abstract.
The second half of the card handles sequence. Knowing the six dimensions tells you what to manage; it does not tell you what to manage now. Mapping them against the five stages — Case, Roadmap, Implement, Test, Harvest — is what turns the framework from a taxonomy into an operating model, and it is the part teams most often get wrong by treating every dimension as equally urgent at every stage.
Print it, put it where decisions get made, and use it as the shared vocabulary in your next planning session. That is a lower bar than adopting a methodology, and it is where adoption actually starts.
Who it's for
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