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Michael Schank

Digital Transformation Success

Achieving Alignment and Delivering Results with
the Process Inventory Framework
Michael Schank
Cary, NC, USA

ISBN 978-1-4842-9815-2 e-ISBN 978-1-4842-9816-9

https://doi.org/10.1007/978-1-4842-9816-9

© Michael Schank 2023

This work is subject to copyright. All rights are solely and exclusively
licensed by the Publisher, whether the whole or part of the material is
concerned, specifically the rights of translation, reprinting, reuse of
illustrations, recitation, broadcasting, reproduction on microfilms or in
any other physical way, and transmission or information storage and
retrieval, electronic adaptation, computer software, or by similar or
dissimilar methodology now known or hereafter developed.

The use of general descriptive names, registered names, trademarks,

service marks, etc. in this publication does not imply, even in the
absence of a specific statement, that such names are exempt from the
relevant protective laws and regulations and therefore free for general
use.

The publisher, the authors, and the editors are safe to assume that the
advice and information in this book are believed to be true and accurate
at the date of publication. Neither the publisher nor the authors or the
editors give a warranty, expressed or implied, with respect to the
material contained herein or for any errors or omissions that may have
been made. The publisher remains neutral with regard to jurisdictional
claims in published maps and institutional affiliations.

This Apress imprint is published by the registered company APress

Media, LLC, part of Springer Nature.
The registered company address is: 1 New York Plaza, New York, NY
10004, U.S.A.
This book is dedicated to the motivated, critically thinking, solution-
oriented leaders who are at the forefront of transforming organizations.
Your commitment to innovation and your relentless pursuit of excellence
is an inspiration. You’re no stranger to how well-designed transformation
programs can be undermined by the complexities and competing agendas
within your organization. You are not satisfied with the status quo,
regularly challenge assumptions, and have a strong desire to deliver
meaningful and long-term change that your organization needs. I hope
you find this book valuable in your ongoing quest.
Introduction
Organizations face numerous challenges in the digital age and find
themselves navigating a sea of frameworks and methodologies, each
promising to address specific challenges. From Agile for driving change
to Lean Six Sigma for process improvement and ITIL for managing IT
operations, these approaches have merits and have been successful
within their respective domains. However, as leaders in transformation
well know, none of them are solutions to an enterprise-wide effort
needed to transform an organization to maximize the business value of
digital technologies and drive operational excellence.
The digital technology landscape is evolving at an unprecedented
pace, a force that challenges established organizations to either adapt
or face obsolescence. Adapting to this ever-shifting landscape often
requires radical transformations in business models, customer
engagement strategies, and core operational practices. The struggle
becomes even more apparent for organizations that have grown
complex and bureaucratic over time. This complexity hinders an
organization’s ability to adapt.
This urgency for change is driving the need for an approach that
ensures all parts of an organization align seamlessly and work in
harmony, delivering the efficiency necessary for organizational agility.
It is my belief that achieving thorough mastery of an organization’s
processes—by building and maintaining a comprehensive inventory of
all processes—is the key to success in digital transformation efforts.
My journey, which spans over 25 years as a consultant and within
large financial services organizations, has been one of continuous
learning and discovery. Alongside incredibly talented colleagues and
clients, I have encountered a diverse array of challenges across domains
such as large-scale transformation, technology, risk, and business
operations. Being naturally curious, I studied each deeply to
understand the root challenges and to improve on the standard
solutions that were generally accepted.
What became clear was the disconnect that exists across teams,
frameworks, and deliverables. Knowledge in one domain was often
underutilized or entirely isolated from other domains. For example,
strategies conceived at the C-suite level remained disconnected from
the realities of what teams were delivering on the ground level, the
needs of customers became disconnected from the solutions that
technology built, and risk management operated without a detailed
understanding of how the business truly operated. These
disconnections led to inefficiencies, giving rise to organizational silos,
redundancies, exorbitant expenses, and other impediments to
achieving organizational agility.
The disconnects and inefficiencies I observed motivated me to
develop and test the Process Inventory framework across numerous
financial services organizations. This framework acts as the connective
tissue, bridging and addressing virtually all challenges an organization
encounters. It serves as an index of organizational knowledge,
empowering individuals to understand how their efforts directly
support the business’s goals.
In this book, I aim to educate you on why the Process Inventory
framework is the key to transformational success and how to deliver
transformational value from it. I cover the high-level vision for
organization-wide transformation as well as low-level implementation
details. It will delve into the following crucial aspects:
Frameworks and Models: A comprehensive description of the
Process Inventory framework and its constituent models, complete
with detailed definitions and construction guidelines.
Best Practices: Numerous best practices, spanning from building
modeling standards to maintaining models effectively, engaging
stakeholders, and maximizing the value derived from the models.
Methods: Detailed methods for creating and maintaining Process
Inventory and process models, alongside insights into leveraging the
Process Inventory framework to transform how an organization
operates.
Tooling and Data Infrastructure: An exploration of the necessary
tools and data infrastructure required to effectively manage and
maintain the framework, including insights into leading platforms,
key features, and data management routines.
Accountability Model: A detailed operating model outlining the role
played by a centralized process organization, known as the Process
Center of Excellence (Process COE). Additionally, the model details
 the accountabilities of diverse stakeholders across various domains
throughout the organization.
Case Studies: A collection of case studies that serve as real-world
evidence of the transformative power unlocked through the
implementation of these methods.
This book is tailored for leaders who are driving organizational
transformations, including those with titles such as chief
transformation officer, chief operating officer, chief information officer,
or any leader possessing the motivation and authority to shape their
organization’s approach to transformation. The success of this
framework hinges on the presence of a senior-level champion who can
drive its adoption.
Additionally, this book is an invaluable resource for teams tasked
with implementing the framework, providing essential insights for
members of a Process COE team and practitioners from various
domains poised to leverage these models for their specific use cases.
The book has three parts, each building upon the preceding section:
Part 1—Foundations for Success
Chapter 1—The Key to Digital Transformation Success: A deep
dive into why understanding processes is the cornerstone of
transformational success.
Chapter 2—Overview of the Process Inventory Framework:
Details of the Process Inventory framework, which integrates models
with metadata to provide an exhaustive description of the operating
environment.
Chapter 3—Defining the Digital Transformation Program: A
comprehensive guide to defining a digital transformation program,
including key digital trends to consider when crafting a digital
strategy.
Part 2—Applying Process Inventory to Transform Ways of
Working
Chapter 4—Driving Operational Excellence: An exploration of
operational excellence—a broad term encompassing enterprise-wide
efficiency across diverse domains and key operating metrics.
Chapter 5—Transforming the Change Process: A demonstration
of how the Process Inventory framework promotes tight alignment
 and effectiveness in driving change.
Chapter 6—The Technology Path to Digitization: A spotlight on
how this framework fosters a technical environment closely aligned
with the business strategy and conducive to the adoption of digital
technologies.
Chapter 7—Strengthening Risk Management: An in-depth
examination of how this framework enhances risk management and
ensures compliance with laws and regulations.
Part 3—Implementing the Process Inventory Framework
Chapter 8—The Process Inventory Accountability Model: An
outline of the operating model and accountability framework
essential for creating and maintaining the framework, along with
insights into leveraging it to drive business value.
Chapter 9—Process Methods and Modeling Rules: Detailed
methods for creating Process Inventory and associated process
models that adhere to high-quality standards.
Chapter 10—Modeling Platform and Data Infrastructure: A
comprehensive coverage of the platforms required to manage the
models and metadata. This section covers select vendor platforms
and their key features.
Join me on this journey as we dive into the potential of the Process
Inventory framework, and I will empower you with the knowledge and
tools needed to guide your organization toward lasting success in the
digital era of constant change.
Any source code or other supplementary material referenced by the
author in this book is available to readers on GitHub
(https://github.com/Apress). For more detailed information, please
visit https://www.apress.com/gp/services/source-code.
Contents
Part I: Foundations for Success
Chapter 1:​The Key to Digital Transformation Success
Chapter 2:​Overview of the Process Inventory Framework
Chapter 3:​Defining the Digital Transformation Program
Part II: Applying Process Inventory to Transform Ways of
Working
Chapter 4:​Driving Operational Excellence
Chapter 5:​Transforming the Change Process
Chapter 6:​The Technology Path to Digitization
Chapter 7:​Strengthening Risk Management
Part III: Implementing the Process Inventory Framework
Chapter 8:​The Process Inventory Accountability Model
Chapter 9:​Process Methods and Modeling Rules
Chapter 10:​Modeling Platform and Data Infrastructure
References
Index
About the Author
Michael Schank
is a founder and Managing Director at
Process Inventory Advisors LLC. He has
over 25 years of experience in the
financial services industry, mainly as a
management consultant advising clients
on a range of topics, including
technology, process, risk, and large-scale
business and digital transformations. He
has also held leadership roles with
prominent banks.
After earning a BS degree in
operations management and information
systems at Northern Illinois University,
he spent 13 years of his career at Accenture, focusing on technology
and system integration programs. After a technology leadership role at
Bank of America, he joined EY and shifted his focus to developing and
applying process-driven frameworks to a large range of his financial
services clients' transformation challenges. At EY, he established the
first US Financial Services Process Excellence practice and has
personally driven over $100 million in Process Excellence–related
services and led delivery teams on many large and complex
transformation programs. He subsequently joined Citi as the Head of
Process Excellence for the US Personal Bank and instituted the Process
Inventory framework as part of the program they set up in response to
their 2020 Consent Order.
Beyond his professional achievements, Michael loves spending time
with his teenage children and is an avid reader, runner, and traveler.
Part 1
Foundations for Success
© The Author(s), under exclusive license to APress Media, LLC, part of Springer
Nature 2023
M. Schank, Digital Transformation Success
https://doi.org/10.1007/978-1-4842-9816-9_1

1. The Key to Digital Transformation

Success
Michael Schank1
(1) Cary, NC, USA

In the age of digitization, businesses face a critical imperative: to adapt

and embrace innovation or risk being left behind in a rapidly evolving
world.
The concept of creative destruction, which is the process where
innovation and technology advancements are reshaping industries and
business models, is the driving force behind digital transformations. In
this chapter, you’ll explore what digital transformation is and the state
of digital transformation programs where unfortunately there is a high
failure rate. Learn about the challenges of digital transformation and
the key role strategic alignment plays in its success. Discover how
process serves as a common language, aligning organizations vertically
and horizontally, and explore the Process Inventory framework’s role in
identifying, managing, and aligning processes. By the end of this
chapter, you’ll be equipped with an understanding of how Process
Inventory not only enables digital transformation’s success but also has
the power to transform how the organization integrates technical
capabilities, leads to operational excellence, streamlines the
management of change, and enhances risk management capabilities.

Nokia’s Mobile Phone Business

Founded in 1865 in Finland, Nokia initially focused on various
industries, including pulp and paper, rubber, and electronics [1]. In the
1990s, Nokia made a strategic decision to shift its focus toward mobile
phones. The company overtook Motorola in October 1998 to become
the best-selling mobile phone brand in the world. Their net operating
profits went from $1 billion in 1995 to almost $4 billion by 1999. A
major reason for their success was catering to a youthful consumer
market and fashion-oriented consumers with colorful and replaceable
back covers. They were also innovators, introducing the first camera
phone to the market in 2002 and pioneering mobile gaming with a
preloaded version of Snake.
In 2007, Apple introduced the iPhone. By Q4 2007, half of all
smartphones sold in the world were Nokias, while the iPhone market
share was 5% [2].
The iPhone revolutionized the mobile industry with its touchscreen
interface and robust app ecosystem. Nokia underestimated the impact
of smartphones and the changing preferences of consumers. They
continued to rely on their traditional strengths, such as hardware
design and the Symbian operating system, while underestimating the
importance of software and user experience. The Symbian platform
quickly became outdated and posed difficulties for developers after the
advent of iOS and Android. Nokia’s market share dropped by 90%, and
in 2013, their mobile phone business was acquired by Microsoft.
A study named “Distributed Attention and Shared Emotions in the
Innovation Process: How Nokia Lost the Smartphone Battle” [3] was
conducted, interviewing 76 of Nokia’s top and middle managers,
engineers, and external experts to determine the root causes. The study
found that the downfall can be attributed to a lack of organizational
alignment. It highlighted several factors, including a culture of fear,
intimidated middle managers, a lack of technical competence among
top managers, and a short-term focus on market demands. The internal
politics and shared fear created a climate of mistrust that hindered
innovation.

Creative Destruction in the Age of Digitization

The concept of creative destruction, introduced by Austrian American
economist Joseph Schumpeter in 1942 [4], has impacted various
companies, such as Nokia, Blockbuster Video, Kodak, Blackberry, and
Toys ‘R’ Us to name a few. Creative destruction describes the process
whereby innovation and technological advancements disrupt
established industries and business models.
According to Schumpeter’s theory, it is inherent in human nature to
be creative and strive for an improved standard of living. Additionally,
the pursuit of profit incentives drives constant innovation and
technological advancements [5]. In a competitive environment,
producers generate ideas that advance technologies, redesign existing
products and processes, and introduce new products. This competition
results in improved products at lower costs, ultimately benefiting
consumers.
This continuous process of innovation and economic competition
contributes to overall economic growth and enhances the standard of
living for consumers. However, it also poses a significant risk to
incumbent organizations that fail to adapt as they can be displaced or
even eliminated by more innovative competitors. This is driving the
urgency in many organizations to invest in their own digital
transformation program.

Digital Transformation Defined

Digital transformation is the application of digital capabilities to
processes, products, and assets to improve efficiency, enhance
customer value, manage risk, and uncover new monetization
opportunities [6]. There are many digital capabilities driving this, such
as artificial intelligence, cloud computing, Internet of Things (IoT), big
data analytics, blockchain, and more. This goes beyond simply
acquiring these new technologies and teaching your staff to use them.
Digital transformation must be framed in a business context, which
is why the preceding definition includes “uncover new monetization
opportunities.” Monetization opportunities may mean new product
revenue streams, deepening customer relationships, expanding to new
ones, or reducing the cost of doing business. The implications of
maximizing these capabilities for an organization can be far-reaching
and may fundamentally change core business models.
The essence of digital transformation lies in becoming a customer-
centric, data-driven, and agile organization. It entails ensuring that key
decisions, actions, and processes are guided by data-driven insights
rather than just human intuition [7].
The challenge, and opportunity, is that the capabilities of these
technologies are advancing at a rapid rate, making it hard to accurately
predict how they will impact businesses in the next five years or
beyond. The external environment must also be factored in, such as
changes to the competitive landscape, customer preferences,
globalization, and regulatory environment.
This means that digital transformation must be viewed as a
continuous journey, requiring a strong digital strategy and adaptive
execution to respond to changes through iterations and continuous
learning. A crucial factor in being adaptive is achieving operational
excellence, which involves optimizing and maximizing efficiency across
all resources leveraged to operate your business. By embracing
operational excellence, organizations ensure their flexibility and
responsiveness in the face of advancing digital capabilities and evolving
external environments.

State of Digital Transformation

According to a study, digital companies achieve 1.8 times higher [8]
earnings growth. Technology advancements mean that digital
companies have greater productivity improvements, better customer
experiences, and stronger innovation. The global digital transformation
market is projected to grow from $695.5 billion in 2023 to over $3.14
trillion by 2030, at a compound annual growth rate (CAGR) of 24.1%
during this period [9]. About 89% [10] of enterprises are planning to
adopt or have already adopted a digital business strategy.
Shockingly, 70% of such initiatives have been found to fail to reach
their goals [8]. This represents a massive investment with a very high
failure rate. The implication is more than just lost investment; it also
means frustrated stakeholders, lost ground to competitors, unsatisfied
customers, and in some cases, costs such as high regulatory penalties.
Why Digital Transformations Fail
According to McKinsey [11], the reasons transformations fail are as
follows:
Lack of Aspiration: The CEO fails to set a sufficiently high aspiration.
People throughout the organization do not buy in, and they lack the
motivation to invest extra energy in making the change happen.
Lack of a Shared Vision: During the early stages of the
transformation, the CEO does not build conviction within the team
about the importance of the change or craft a change narrative that
convinces people they need to drive the transformation.
Lack of Engagement: People throughout the organization do not
buy in, resulting in a lack of willingness to invest the extra energy
required to drive the transformation.
Low Investment in Capability Building: The leadership team
neglects to address skill gaps within the organization or fails to free
up key resources from their other day-to-day responsibilities.
Insufficient Structure of the Transformation Team: The
organization fails to establish the right change management
structure and cadence for leadership and transformation
management oversight.
For many medium and large organizations, these can be challenging
hurdles to overcome due to their complexity. With organizations that
have tens or hundreds of thousands of employees, it becomes an
immense challenge to align and coordinate all those resources,
especially when the transformation goals are ambitious. However,
complexity alone cannot be solely blamed as there are many digitally
successful organizations that effectively manage complexity.
The underlying root cause of these challenges is a lack of strategic
alignment. Strategic alignment means that all elements of a business,
including market strategy and the way the company is organized, are
arranged in such a way as to best support the fulfillment of its long-
term purpose [12]. This means aligning the purpose, vision, and
mission statements, which articulate why the organization exists and
the future they are driving toward, with strategy, which is how the
business will achieve that purpose. Strategy defines which products
and services to offer, which markets to serve, and in this context, how
they will adopt digital technology to further support the purpose of the
organization. Strategy needs to be aligned with the capabilities of the
organization, which are all resources including people, processes,
technology, data, vendors, etc. that support the organization. An
example is an organization that is looking to achieve superior customer
service must translate that into a high level of excellence when frontline
staff are engaging with customers directly.
There are two important aspects of strategic alignment: vertical
alignment and horizontal alignment. Vertical alignment refers to
aligning strategies, goals, and performance metrics hierarchically from
the CEO through middle management down to the single contributors.
Horizontal alignment means that business units and functional areas
such as technology, finance, and risk collaborate strongly across these
areas and avoid siloed operating models, which bring a great number of
inefficiencies. Achieving strategic alignment facilitates unification
across resources which not only enables an organization to meet their
digital transformation goals but enables organizational agility.
But how do organizations achieve strategic alignment? After all, this
is not a new concept, yet it exists in so few organizations. I believe the
answer lies in language. Everyone in these organizations is focused on
their responsibilities, and they develop their perspectives based on
their work. This often results in lower-level contributors not fully
understanding the strategic messages coming from the CEO. As a result,
they may fail to invest their energies in contributing to the
transformational ambitions of leadership. When a person from a
business unit conveys requirements to a technology professional, they
may struggle to accurately communicate what they are looking for,
leading to poor requirements, or delivered software that misses the
mark. This lack of understanding and effective collaboration
contributes to the formation of redundancies within organizations,
where different functional units create processes that others already
perform.
A common language should create a shared understanding
vertically and horizontally. It would align objectives, facilitate better
communications, bridge cultural differences, and enable conflict
resolution. What are the requirements of this common language? First,
since it must support the purpose of the organization, it has to be
oriented in the language of the business. This eliminates, for instance,
technical terminology, you wouldn’t want to state as a strategy that
you’re going to implement artificial intelligence unless you could
convey how it supports your customers, generates revenues, or
furthers the mission. But it does have to be a bridge to cross-functional
topics such as technology, risk, data, and regulators. Lastly, it needs to
connect a high-level view that senior leadership would understand to a
low-level view that a single contributor would understand.

Process Is the Common Language

The only candidate that meets those requirements is process. I’ll
illustrate this in a story that highlights how organizations evolve with
process at its core.
Let’s say that you are talking to a couple of friends about starting a
business. That conversation begins with the actions or processes that
must occur. The conversation would go something like this: “We can
create great designs, print them on t-shirts, and sell them at concerts.”
The purpose of the company will be to make money or get a message
out, but in that statement, the business processes have been identified:
Create designs
Print design on T-shirts
Sell at concerts
Let’s say that this company has success. Then they realize that they
will have to file taxes, but none of them have the skill set or the time, so
they hire someone for that purpose and have now added the process of
Calculate tax liabilities
File taxes
Pay tax liabilities
This means that they’ve now expanded the organization chart to
support the need to do taxes. Then they purchase tax software for them
which is the beginning of their technology portfolio. The business is
doing so well that you seek out investors, but investors will want
Another random document with
no related content on Scribd:
elämäntyönsä saisi tällaisen lopun? Malmi, jota hän koko elämänsä
ajan oli ajanut takaa, ei ollut taipunut hänen pyydystettäväkseen. Se
vilahutti vain kiiltävää pintaansa kuin kala, joka välähdyttää kylkeään
meren pohjalla. Pyytäjä luulee sen tarttuneen onkeen, mutta ei: —
se maistoi vain syöttiä ja katosi.

Kirottu malmi!

Hän oli uurastanut kolmattakymmentä vuotta ja saanut huikean

korvapuustin. Monien valtausten omistaja lopetti huutokaupalla,
jossa myytiin muutamia vanhoja sänkyjä ja kivien kolhimia pöytiä, —
siihen lisäksi pari, kolme jauhosäkkiä ja laatikko Amerikan silavaa.

Eikö se ollut kohtalon ivaa?

Mutta aate, aate… eikö se kuitenkin ollut oikea?

Malmi-Muurman kiroaa hengessään. Niinkauan kuin aate pysyi

vain aatteena, oli se vaaraton. Mutta rupeapas sitä toteuttamaan,
heti sait tuntea, minkälaisiin kärsimyksiin ja pettymyksiin se sinut
johti. Ainakin häneen nähden oli käynyt niin.

Kirottu malmi!

Se hullaannutti miehen, pani hänet ponnistelemaan ja

kieltäytymään vuosikymmeniksi sivistyselämän mukavuuksista ja
lopuksi, kun tämä oli uhrannut kaikki varansa ja harmaantunut
työssä, se houkutteli hänet paikalle toteamaan, kuinka paljon kiveä
hän vuosien kuluessa oli ilmoille nostanut.

Kirottu malmi!
 Malmi-Muurman on katkeralla päällä. Päivällä toimitettu
huutokauppa on koskenut kipeästi häneen. Se oli ollut katkera sakka
maljan pohjalla, jonka hän vuosien vieriessä oli hiljaa tyhjentänyt.

Mutta — mitäpä auttoi raivoaminen. Näillä, Amprulla, setä

Juhanilla ja Karuliinalla olisi ollut paljon suurempi syy raivota…
ainakin yhtä suuri kuin hänellä. Mutta — tekivätkö he niin? Ei, he
istuivat tuossa aivan rauhallisina — ainakin ulkonaisesti. Eikä Malmi-
Muurmannilla ollut pienintäkään syytä epäillä, etteivätkö he olisi
olleet myös rauhallisia sisällisesti. Ainakin he olivat ottaneet hänet
perin ystävällisesti vastaan, lausuneet ilonsa sen johdosta, että
näkivät vielä vanhan tutun. Jo huutokauppatilaisuudessa oli Ampru
tullut häntä kättelemään ja tiedustanut, eikö hän aikonut talossa
poiketa. Ja Katajan Matti oli tullut tarjoutumaan kyytiin. Kuinka hänen
oli tulkittava tämä? Oliko se orjailua vai todellista sydämen
aateluutta, joka unohti ja antoi anteeksi?

Malmi-Muurmannin täytyi kallistua jälkimmäisen otaksuman

puolelle. Siellä askarteli nytkin Karuliina pöydän luona hänelle
illallista valmistellen. Eikä hän ollut sitä pyytänyt. Se oli
ystävällisyyttä, sen näki Karuliinan kasvoista, joilla asusti hiljainen,
surumielinen hartaus.

— Olisihan se saattanut toisinkin käyä, puheli Ampru takkavitsaa

sujutellen, — mutta kun se oli näin määrätty, niin ei sille mithään
mahha. — Niin, yhtyy setä Juhani puheeseen, — Sapinan piti saaha
Kaaren Lintamuun kohtalo. Se oli niin sallittu.

Ei soimauksen ääntäkään, ei pienintäkään katkeruutta.

— Se minua vain on surettannut, kun se kuoli pakkasheen ja

pyrhyyn, värähtää Karuliinan ääni pöydän luota.
 — Älä sie, äiti, sitä sure! Se oli niin sallittu. Ja sitäpaitsi — ei
paleltuminen niin tuskallista olekhaan. Eikö totta, Muurmanni-herra?

Tämä nyykäyttää päätään. Häntä surettaa vilpittömästi näiden

erämaan ihmisten kova kohtalo. Mutta — minkäpä hän sille voi. Jos
Sabina eläisi lapsineen, saattaisi hän ehkä pitää heistä huolta. Mutta
nyt ovat molemmat kuolleet eikä hän siis voinut asiaa auttaa. Jonnen
velvollisuus olisi ollut jollakin tavoin hyvittää Katajan Matti. Mutta
eihän hänkään siihen kyennyt, kun hädin tuskin itse pysyi leivässä.
Siellä ajelehti poika jossakin Keski-Norjassa, milloin maantientöissä,
milloin missäkin. Isän ja pojan välit olivat lopullisesti katkenneet
senjälkeen kuin hän, vanha Muurman, oli saanut kuulla Sabinan
kohtalosta.

— Tietääkös Muurmanni-herra… se oli niin suloinen… pikku

Jonne nimittäin… vielä kuolleenakin. Eikä ollut Sapinakhaan yhthään
muuttunut. Suukin hymyssä…

Nyt oli mitta täysi. Malmi-Muurmannin povessa rupesi jokin

nyyhkyttämään. Puhuivat niin avoimesti… nämä yksinkertaiset sielut,
ettei sitä saattanut tyynenä kuunnella.

— Ele viitsi, Ambru… minun on kovin raskas se kuulla. Olen

soimannut itseni…

Nyt käännähtää Ampru ihmeissään Malmi-Muurmannin puoleen,

joka tuossa penkillä pyyhkii silmiään. Se on ensimmäinen kerta,
jolloin hän näkee herran itkevän ja se vaikuttaa häneen samalla
tavoin, kuin jos Jumala vuodattaisi kyyneleitä.

— Älkhäähän nyt… mitenkä se nyt Muurmanni-herran syy…

Johan nyt jotakin…
 Ampru vääntää takkavitsaa kuin päästäkseen siten paremmin
tasapainoonsa.

— Täällä olisi nyt ruokaa. Muurmanni-herra on hyvä ja tulee

syömhään, kehoittaa Karuliina pöydän luota.

Malmi-Muurman siirtyy pöydän ääreen ja ryhtyy aterioimaan.

Kummallisia tunteita liikkuu hänen povessaan. Ennen hän oli istunut
tämän saman pöydän ääressä kuin hallitsija… kuin se, joka on
tottunut käskemään. Ampru, setä Juhani ja Karuliina olivat olleet
hänen alamaisiaan. Mutta — nyt hänestä tuntui, kuin osat olisivat
vaihtuneet. He käskivät ja hän totteli. Niinkuin Karuliinakin äsken.
Vaikk'ei hänen äänessään eikä käytöstavassaan ollut näkynyt
minkäänlaista ylpeyttä, tuntui Malmi-Muurmannista kuitenkin, että
hän istui pöydän ääressä kuin kerjäläinen, jolle armosta tarjotaan
ateria.

Aivan kuin aavistaen vieraansa ajatukset rupesi Ampru puhumaan

Jonnesta ja Sabinasta. Malmi-Muurman säpsähti. Aikoiko Ampru
ruveta kiduttamaan häntä? Ei. Hän jutteli sellaisella sydämellisellä
sävyllä, että Malmi-Muurman rauhoittui.

Hän puhui Jonnesta ja Sabinasta, aivan kuin he vielä olisivat olleet

pieniä kumpikin. Jonne oli siihen aikaan niin herttainen poika. Ja
Sapina… hän oli oikein mieleinen lapsi. Niin kasvoivat kuin sisar ja
veli. Monta kertaa tuli Jonne itkien sisään Karuliinalle vaivojaan
valittamaan. Hän kutsui Karuliinaa »äidiksi.» Eikö se ollut somaa?

Ja aikuisenakin hän oli sellainen reipas ja ryhdikäs… Minkäpäs se

Jonne sille, kun Sapina kerran ennätti mennä Katajan Matille. Ja jos
ei olisi ennättänytkään, niin liian suuri uhraus olisi ollut Jonnen
puolelta asettua tavalliseksi uutistalokkaaksi. Ei mies, joka ei
useammassa polvessa ollut perinyt raatajan ominaisuuksia, pystynyt
metsää asumaan. Tuska ja vaiva siinä oli sellaisellakin, joka
lapsuudesta saakka oli tottunut korpielämään.

Amprun hillitty juttelu laukaisi lumouksen. Jokainen löysi kuin

entisen tutun polun, jolta oli hetkeksi eksynyt. Ja nyt sai keskustelu
vauhtia.

Karuliina muisteli, kuinka hän kerran oli neulonut Jonnen

housuihin tuumastukkitaskun. Kauan hän oli empinyt, kun pojalla oli
sellaiset hienoverkaiset housut. Eikä hänellä ollut sopivan näköistä
kangastakaan ollut. Mutta kun poika paistatti vain eikä hellittänyt, oli
hänen lopuksi täytynyt taipua. Setä Juhanin uuden puvun
paikkatilkusta oli leikattu suikale ja niin laitettu pojalle tasku.

— Kyllä mie muistan, innostui setä Juhani laahautuessaan takan

ääreen ottamaan piippuunsa tulta. — Se oli sitä tummansinistä
siviottikangasta. Pojan pöksyt olivat viheriät ja taskusta tuli sininen.
Mutta Jonne ei siitä välittänny. Niin pasteeraili kuin mies
konsanhaan. Olihan hänellä tuumastukkitasku!

— Entäs ankkurinappi, joka kerran putosi Jonnen housuista.

Sapina sai sen lahjaksi ja niin talletti sitä kuin kultaa. Mie halusin
kerran neuloa sen pikku Annin röijhyyn, mutta ei Sapina sallinut. »Se
on Jonnen lahja.» Mie luulen, että se on vieläkin Sapinan tuusissa
siellä Matin pirtin perähyllyllä. Ainakin se oli vielä viime talvena.

— Nyt sie muistat väärin, virkkoi Ampru. Sehän oli pikku Jonne-
vainajan pyhäkoltussa. Siihenhän Sapina sen neuloi. Olet nähnyt
Jonnen koltun pirtin naulassa ja siitä muistat.
 — Niin, ilostui Karuliina. — Toellakin! Pikku-Jonnen
pyhäkoltussahan se olikin… saman, joka sillä oli päällä kuollessaan.
Muistikin rupeaa loppumhaan…

Kuinka hyvää teki Malmi-Muurmannin sydämelle tällainen puhelu.

Se oli kuin lääkettä kirvelevään haavaan. Tuntui aluksi pahalta,
mutta vähitellen siihen tottui. Hän käsitti, että nämä yksinkertaiset
erämaan lapset tahtoivat lohduttaa häntä, halusivat näyttää, ettei
heillä ollut pienintäkään kannetta häntä vastaan. Malmi-Muurman
tunsi sydämensä sulavan ja ihmeellinen rauha täytti hänen mielensä.

Hän nousi pöydästä ja kiitti. Hänen piti vielä tänä iltana jatkaa
matkaa. Hän katsoi kelloaan. Kuudelta piti kyytimiehen olla täällä.

— Missä se kyytimies on?

— Hen taisi aijaa Katajan Matin talo. Kuului olheen asia.

— Oikeinko se Muurmanni-herra tosisshaan aikoo yön selkhään?

kysyi Ampru. — Eikö nyt sopisi levähtää ja lähteä aamulla. Eihän
tämä nyt mikhään yöpaikka… mutta onhan Muurmanni-herra
ennenkin… Siellä on kamarissa se Piisehosmestarin sänkykin.
Karuliina laittaisi vuotheen…

Malmi-Muurmanni tuntee itsensä syvästi liikutetuksi. Tällaista

sydämellisyyttä hän ei ole elämässään tavannut. Hän tuntee, että
häntä yhdistää näihin erämaan lapsiin luja ja vahva side: yhteinen
suru ja pettymys. Mutta nämä hänen ystävänsä olivat surussaankin
päässeet lujemmalle perustalle kuin hän, sivistynyt, kouluja käynyt
mies. He ojensivat hänelle kättä kuin ylhäältä käsin, auttaakseen
hänetkin samalle lujalle pohjalle.
 — Kiitoksi paljon, rakkat ystevet. Mie olen aina seilytteve elemeni
parhajen nuristujen joukko teme teiden ystevellisyys. Mutta —
kuittenki minun teyty lähte. Asiat vaati niin.

Minkäpäs sille mahtoi. Olihan tämä nyt kovin ikävää, kun vielä
viimeistä kertaa… Tiesi, näkisikö enää elävän silmä…

— Se on Jummalan kedesse.

Niinpä oli, niinpä oli… sen Amprukin uskoi. Mutta — jauhot olivat
maksamatta… päivälliset huudot… ja pöytä. Sattuikin somasti, kun
oli juuri aikomus laittaa pirttiin toinen pöytä… Mitäs ne huudot
tekevätkään?

Malmi-Muurman hymyilee ystävällisesti.

— Mites mie olla velkka?

Ampru huitaisee kädellään.

— Älkää te, Muurmanni-herra, tyyhiä… kun on mies viimeistä

kertaa käymässä… Ei mithään, ei kerrassa mithään! Mutta huuot
mie silti maksan.

— Ei ne mitta maksa. Jos teille soppi, niin panna vastakka.

Karuliina pyyhkii silmiään. Ampru on aivan hämmästynyt. Setä

Juhani seisoo kuunnellen, kuin ei uskoisi korviaan.

— No… ei kai nyt Muurmanni-herra niitä ilmaiseksi… kun on

semmoisia vahinkoja kärsinyt…

Vahinkoja! Niinkuin ei Ampru olisi vahinkoja kärsinyt.

 — Kylle. Emme puhu enne koko asia. Kyynelsilmin kiittävät Ampru
ja
Karuliina Malmi-Muurmannia.

Samassa ajaa joku pihaan. Malmi-Muurman arvaa, että se on

hänen kyytimiehensä. Ja niin olikin. Mutta — kyytimiehen perässä
astuu pirttiin Katajan Matti. Hän sanoo hyvän illan ja näyttää hiukan
ujolta, kuin olisi hänellä sydämellään joku tärkeämpi asia.

— Tuota… mie ajattelin pyytää, eikö Muurmanni-herra ottaisi

minua kyythiin. Minulla tuota … olisi muutenkin asiaa Kopsaan.

Malmi-Muurman seisoo hämillään keskellä pirtin lattiaa. Hän ei

jaksa tajuta, mitä Katajan Matti tarkoittaa.

— Mutta… minullahan on jo kyytti, huomauttaa hän.

Katajan Matti näyttää taistelevan itsensä kanssa. Ilmeisesti

hänellä oli jotakin sydämellään.

— Mie… tuota… sen vuoksi, kun se Sapina-vainaja tykkäsi niin

paljon… Jonnesta… niinkuin Sapinan vuoksi…

Kaikki seisovat äänettöminä. Tuvassa vallitsee hiiskahtamaton

hiljaisuus. On kuin kulkisi pyhä olento huoneen läpi.

Malmi-Muurman seisoo keskellä pirtin lattiaa matkatamineissaan.

Hänen uurteinen otsansa on tällä hetkellä niin ihmeen kirkas. Se
kirkkaus on melkein yliluonnollista. Pihalla kalahtaa poron heleä-
ääninen kello. Malmi-Muurman kuulee sen. Hänen sydämensä
värähtää omituisesti. Mutta hän kuulee toisenkin kellon äänen. Sen
sointu on vielä syvempi, vielä puhtaampi. Sen on synnyttänyt
Katajan Matin pyyntö. Se on jalon, ylevän, kaikki unohtavan ja
anteeksiantavan ihmissydämen ääni.

Tällaista hän ei olisi koskaan uskonut mahdolliseksi. Hän oli tänne

tullessaan valmistautunut puolustamaan itseään ja poikaansa. Tässä
pirtissä hänen ei ole tarvinnut sitä tehdä. Mutta Katajan Matille hän
oli luullut olleensa jonkunlaisen selityksen velkaa. Mutta ei — nyt
tulee tämä tarjoutumaan kyytimieheksi siitä yksinkertaisesta syystä,
että Sabina piti niin paljon Jonnesta t.s. että Matti niin suuresti
rakasti vaimoaan.

Siunattu malmi, ihmissydämen jalo, puhdas malmi!

Hän oli äsken kironnut sitä ja tuntenut, että yksi osa, paras osa
hänessä oli sen kirouksen vaikutuksesta kuollut. Nyt hän siunaa sitä
ja tuntee, että tuo osa hänen olemuksestaan nyt nousee kuolleista,
herää jälleen eloon.

Siunattu malmi!

Bernt Muurman seisoo keskellä pirtin lattiaa valmiina lähtemään.

Hän on suostunut Katajan Matin pyyntöön. Mutta hänelläkin on
pyyntö, jonka hän tahtoo esittää ennen lähtöään.

Hän kääntyy noiden neljän puoleen, jotka tuossa seisovat kukin

mietteissään ja lausuu ääni värähdellen:

— Mine pyyden antheeksi… oma ja poikkani puolesta.

Nyt murtuivat sulut. Ampru purskahti äänekkääseen itkuun, setä

Juhani lyyhistyi sänkynsä reunalle ja Karuliina nyyhkytti
sydäntäsärkevästi.
 Mutta Katajan Matti, joka miehekkäästi taistelee itkua vastaan,
astuu
Malmi-Muurmannin luo, ottaa häntä kaulasta ja lausuu:

— Voi, rakas Muurmanni-herra. Tottahan met… kuninkas ettei…

Sanoohan Vapahtajakin…

Pitemmälle hän ei päässyt. Mielenliikutus kävi ylivoimaiseksi. Hän

painoi päänsä Muurmannin olkapäätä vasten ja molemmat itkivät
ääneensä.

Mutta Ampru oli nyt sen verran tointunut, että saattoi puhua.

— Varmhaankin Sapina nyt kattelee taivhaasta meitä ja iloittee,

että näin sovinnossa ja rakhaasti erkanemille. Ja tarttuen Malmi-
Muurmannia kädestä, hän lausui miehekkäästi:

— Hyvästi, Muurmanni-herra ja Jumalan halthuun!

Malmi-Muurman hyvästelee talonväen syvästi liikutettuna. Hän ei

ole koskaan tuntenut itseään näin järkytetyksi.

Hän on jo menossa ovessa, kun Karuliina sanoo: Ja sanokaa

tervheisiä Jonnelle, jos häntä taphaatte, että met olhaan annettu
hänellekin antheeksi.

Malmi-Muurman seisoo pihalla ja katselee Kaamaslakea kohti.

Mutta pimeän vuoksi hän ei voi eroittaa muuta kuin tummia,
epäselviä hahmoja. Hän tietää kuitenkin että tunturi on siellä.

Hiljaa nyykäyttäen päätään sinnepäin hän asettuu ahkioon.

Katajan Matti sivaltaa poronsa juoksuun, ja tiukujen soidessa liukuu
kolme ahkiota veräjästä ulos häviten pimeään.
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