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News, Insights, editorial and comments on hot topics relating to Strategic Partnerships
How Should Digital Transform the Business?
Organisational Change Management
According to The Economist Intelligence Unit in 2013, 44% of strategic initiatives did not succeed in the last three years. Do you get significant resistance when introducing new activities or roles into an organisation? Typically, the missing part of the plan is a focus on leadership and people, such as: demonstrating a commitment to change, understanding how people will work in the future, helping people accept and embrace change, and incorporating feedback into the implementation process. My take on Organisational…
What Elements of Digital Would Best Realise the Company Vision?
Portfolio Management
Consider this: Have you ever witnessed a mad rush at the start of the financial planning season to allocate budget for next year's projects? And despite this, you still end up seeing leftover CAPEX simply because of a lack of approved business initiatives to spend it on? Such shortsighted pipeline inefficiencies substantially limit the value our organizations can offer. Instead, multi-year Portfolio Management should be implemented, not just to maximise return on investment but to also realise the strategic intent…
How Can We Demystify the Digital Future for Our Organisation and Make It Relevant and Meaningful?
Strategy Management
Image courtesy of JMortonPhoto.com & OtoGodfrey.com Quite often, organisations are reactive rather than proactive. We find it difficult to plan even six months into the future, yet find ourselves ill-equipped for sudden changes when they do occur. To answer this question, we need to have clear outcomes that reflect the values of our customers – That's done through Value Management. Secondly, as part of our innovation practice, we can test different digital products and services to see if they fulfil…
What Does the Customer Want and How Does Digital Help?
Value Management
Answers to this question can be expressed as customer values and outcomes. Value Management is the “shepherd” which keeps activity and focus on those outcomes. This doesn't just mean operations and project activities but also continuously improving the way we work as we go, adopting lessons learnt. By taking our customers' values into account, we can improve where we put our focus and how we allocate our resources to bridge the gap between expectations and outcomes. Essentially, we can direct…
