How can Fragile to Agile help me as a Board Member?

Collectively, board members are the governing authority of an organisation to oversee its management and performance. The board must always act in the best interests of the organisation and, among other duties, is accountable for its values, strategy and value proposition (or DNA); ensuring its strategy is translated into action; improving business design and transformation; merger and acquisition activity; and verifying value is derived from its investments.

Challenges for a Board Member

We need to translate the organisation’s strategy into actions and tangible outcomes for day to day operations.

Identifying business intent and a clear set of measurable business outcomes linked to that intent should act as fundamental input to inform all design domains of an organisation. In full consultation, we can develop these inputs using a unique facilitated technique which identifies current issues, outcomes and actions. The outcomes are expressed from multiple perspectives and linked to architecture design principles which inform all domains of design (business, people and technology) from a business perspective. This approach ensures that design elements of an organisation’s strategic projects and change initiatives are business driven and aligned to predefined outcomes.

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Business Intent Definition

I need to be confident that the organisation can execute business change effectively.

Using different approaches to strategic planning and implementing change can create a divergence between the business intent of a change initiative and how it is delivered. Similarly, the link between strategic planning and which initiatives to fund can be tenuous leading to a sub optimal use of limited IT resources, a divergence in the functionality delivered and inadequate realisation of projected benefits.

The Fragile to Agile End to End Change Approach supports and executes business change and transformation. It can be used for all elements of business change and encompasses the entire breadth (from strategy formulation to implementation) and depth (from the articulation of business intent to technology infrastructure design). Using the approach consistently throughout the change process also greatly simplifies related issues such as governance, investment prioritisation and the assessment of a change initiative’s adherence to strategic business intent.

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Fragile to Agile End to End Change Approach

I need to be confident that our organisation is appropriately structured and focussed to effectively deliver our strategy.

Understanding how an organisation will compete, whether it’s price, product or service or a combination of these elements, is imperative. For an organisation with multiple business divisions, it’s also important to understand whether they will compete on the same basis. An organisation’s preferred Operating Model defines how it will operate and establishes the required level of process integration and standardisation to deliver its products and services to customers.

For example, process standardisation creates efficiencies across business divisions but limits opportunities to customise services. Process integration enables end to end processing and a single interface to the customer but forces a common understanding of data across diverse business units. Therefore, it informs where the organisation should focus, and what blend of structure, processes, technology and skills is required to operate. It can also clarify and influence decisions about which investments are made, and how change is actioned.

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Operating Model Determination

We need to ensure that proposed mergers and acquisitions deliver their promised value to shareholders and other stakeholders.

Understanding the Operating Model of merging entities is imperative when assessing the potential value creation of the decision. An organisation’s preferred Operating Model defines how it will operate. It establishes the required level of process integration and standardisation to deliver its products and services to customers. For example, process standardisation creates efficiencies across business divisions but limits opportunities to customise services. Process integration enables end to end processing and a single interface to the customer but forces a common understanding of data across diverse business units. A difference in Operating Models will increase the complexity and cost of integration and potentially reduce its value accretion. This may not necessarily preclude a merger or acquisition but will more accurately inform integration planning and associated cost and risk.

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Operating Model Determination

The level of rigour applied to the development of our Business Capability Models make them suitable for both business consulting and deep technical design. They provide a single tool that can seamlessly flow from business consultation to technology architecture design and maintain business engagement throughout the process. This not only provides a shared language and collaboration tool to facilitate these discussions but is fundamental to converting business strategy into execution. They can also act as a mechanism to evaluate potential mergers and acquisitions for strategic fit, integration complexity and value accretion.

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Business Capability Model

I need to ensure that the CEO is performing to expectations and achieving the organisation’s strategy.

Identifying business intent and a clear set of measurable business outcomes linked to that intent should act as fundamental input to inform all design domains of an organisation. In full consultation, we can develop these inputs using a unique facilitated technique which identifies current issues, outcomes and actions. The outcomes are linked to architecture design principles which inform all domains of design (business, people and technology) from a business perspective. This approach ensures that design elements of an organisation’s strategic projects and change initiatives are business driven and aligned to predefined outcomes. As the outcomes are expressed from multiple perspectives and in tangible and measureable ways, they can also define the CEO’s scope of accountability and related performance measures.

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Business Intent Definition

Our strategic roadmaps can cater for each design domain (business, people and technology) and all of the elements of an organisation’s agreed target state. This may include strategic priorities; tactical and operational imperatives; internal capability uplifts; sourcing mix; organisational change initiatives and watching briefs for emerging technologies. To effect a successful transition to a target state, a roadmap must be designed to continually deliver improvements in short term iterative phases; provide meaningful business benefit early; and simultaneously execute strategic change and efficiency based measures to drive cost out of the business to assist the funding of the remaining change program. As an enterprise view of change, the CEO would be directly responsible for its execution over a predefined period of time.

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Targeted Strategic Roadmaps

I need to be confident that the organisation is managing it's risk profile and compliance obligations adequately.

The level of rigour applied to the development of our Business Capability Models make them suitable for both business consulting and deep technical design. It provides a single tool that can seamlessly flow from business consultation to technology architecture design and maintain business engagement throughout the process. This not only provides a shared language and collaboration tool to facilitate these discussions but is fundamental to converting business strategy into execution.

With the application of heat maps and overlays, which depict various organisational attributes, the Business Capability Model can be used as an important business design artefact for a number of business and technical purposes. This may include identifying gaps in functionality; duplicated solutions; compliance risk; talent and knowledge risk; IT spend in proportion to strategic business capabilities and technology obsolescence risk. The unique visual representation of these attributes can provide a method to manage and mitigate risk at all levels within an organisation.

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Business Capability Model, Heat Maps & Overlays

Our collaborative approach to determine an organisation’s Target State Solution Architecture focusses on information gathering from all areas of the business and discussing their needs based on the business capabilities that must be supported. Using the Business Capability Model, the target state is developed in full consultation with the business and acceptance is gained from all levels within the organisation. It is supported by a well-defined strategic roadmap which is realistic, executable and structured within agreed funding parameters. The roadmap can cater for strategic business change; tactical imperatives; internal capability uplifts and the introduction of new technologies as they emerge. It can be used as a mechanism to direct and focus resources and closely manage the cost and risk of business change within an organisation.

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Target State Determination

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