Safe Execution: Business-IT risk discussion

Getting away from C-I-NO! Discuss Business-IT risk more rationally by considering the 4A’s of Availability (of business processes), Access (by the right people), Accuracy (of the information) and Agility (of change). But the most critical element is start the dialogue with IT.

Change Leadership- Traversing the emotional cycles of change

Traversing the emotional cycles of change is critical to successful change leadership- achieving business results. With research, now common belief, that more than 2/3 of transformation efforts fail, we explore an analogy of significant change with the documented stages of cancer patients.

The Calculus of Capabilities- An integrated maturity model

We present two foundational, integrated maturity frameworks as a follow-up to our previous post “The Calculus of Capabilities“, where we explored various capability maturity models (CMMs) by reverse engineering nearly 20 common CMMs.

The Calculus of Capabilities

In The Calculus of Capabilities we explore the breadth of approximately 20 common capability maturity models (CMMs), and we observed from our reverse engineering the linkage between maturity-level and scope-of-involvement. We propose a 5-level progression as a CMM base framework.

Improved Vetting: Social-Business-Inside-The-Enterprise Case Study

Social business methodologies applied inside the enterprise are highlighted in this case study. The case study shares how the engagement delivered on two fronts: 1) business outcomes (WHAT) and 2) social business outcomes (HOW- including capability building). The vetting process engaged a mix of remote (world-wide) and face-to-face (local) leaders and staff very early in the spin-out’s lifecycle, further accelerating the change.

What to do with the strategy-pak: A starter list

“Like most tools, our strategy-pak(sm) framework has little value unless you put it to use.” We present a starter list of potential uses (WHY) for our Strategy Pak(sm), including best practice checklist, common language, cascading linkages, and planning framework (strategy, strategic planning, analysis and vetting).

Enterprise Analysis Framework- Planning for outcomes

“As we work through strategy, there is a natural cascade, or progression, from “why” to “what” to “how”. We need to drive the directional thinking (“why” and “what”) down into execution (“how”) because, and we should keep reminding ourselves of this, at the end of the day we need to deliver business results”

Social Business- Don’t start in the tool shed

Prof. Hamel asks “Are we changing as fast as the world around us?” Keeping up with our changing environment, or ecosystem, is a constant risk for any organization providing a value proposition and is critical in today’s ultra social-business sensitive marketplace. We look at the role social business plays, including a few tools.

Change Leadership II- Understanding Kotter

We explore Kotter’s body of work, as well as a simple change management framework “The Change Formula” (Need for Change X Vision of Future X Steps > Natural Resistance to Change). We overview Kotter’s framework of 8 accelerators, and the necessity of the dual management operating system

The Strategy Stack

This is 3rd of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the structure of the strategy stack from Mission to Vision to Value propositions to Themes to Initiatives and KPIs.