How can Fragile to Agile help me as a CEO?

CEOs are tasked with the execution of the organisation’s strategy and effectively marshalling its resources to accomplish the objectives the strategy demands. To do this requires clear communication with a shared understanding, a roadmap that the whole organisation can understand and commitment to maintain focus and measure results.

Challenges for a CEO

We cannot determine whether or not our business is organised and structured appropriately to effectively deliver our strategy.

Understanding how an organisation will compete, whether it’s price, product, 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. 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. These elements have a direct material impact on an organisation’s Enterprise Architecture which must ensure its design integrity overall.

Service

Operating Model Determination

 

We are not well positioned to take advantage of outsourcing opportunities.

The level of rigour applied to the development of our Business Capability Models make them suited 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.

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 can include the identification of capabilities which should be insourced and those that can be outsourced, either fully or partially.

Service

Business Capability Model, Heat Maps & Overlays

When we plan for M&A activity, we have difficulty assessing the potential risks, issues and expected value from the effort.

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.

Service

Business Capability Model

We have difficulty reviewing and prioritising business change initiatives across the organisation.

The Fragile to Agile Investment & Prioritisation Framework provides a methodical and structured mechanism for choosing which business change initiatives to fund and how much funding to allocate. As there is always more demand than can be fulfilled, investment decisions need to be made in a systematic and prudent way against balanced decision criterion. Therefore, this process enables consistent and transparent decision making that is aligned with the strategic vision, objectives and values of the organisation. It provides the decision making mechanism for governing new technology investments by using criteria that is specific to each organisation.

Service

Investment & Prioritisation Process

We need to understand whether we are deriving the promised value from our technology investments.

The level of rigour applied to the development of our Business Capability Models make them suited 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.

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 the identification of gaps in functionality, duplicated solutions, IT spend in proportion to strategic business capabilities and technology obsolescence risks. The unique visual representation of these attributes can provide insight into the cost of and value derived from an organisation’s investment in IT and where to direct that spend more appropriately, if needed.

Services

Business Capability Model, Heat Maps & Overlays

The Fragile to Agile Investment & Prioritisation Framework takes a single, enterprise view of change and provides a methodical mechanism for choosing which business change initiatives to fund and how much funding to allocate. As there is always more demand than can be fulfilled, investment decisions need to be made in a systematic and prudent way against balanced decision criteria. Therefore, this process enables consistent and transparent decision making that is aligned with the strategic vision, objectives and values of the organisation. It has been designed as an extensible framework that can be tailored to complement the existing executive decision making process of any organisation.

Service

Investment & Prioritisation Process

All staff need to understand why the organisation exists, what it must achieve and how it will realise those outcomes.

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. 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 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 business outcomes.

Services

Business Intent Definition

We require more certainty regarding the scope, cost, practicality and business value of transformational change.

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 to be enabled. The target state is supported by a well-defined strategic roadmap which is realistic, executable and structured within agreed funding parameters. The roadmap can cater for all aspects of transformation including strategic business change, tactical imperatives, internal capability uplifts and the introduction of new technologies as they emerge. With extensive experience in program development and governance, we can also design and administer a program of work to support and enable large scale digital and business transformation initiatives.

Services

Target State Determination, Business Transformation Program Development

Operating concepts such as business agility and digital disruption seem elusive to our organisation.

Our collaborative approach to determine an organisation’s Target State Solution Architecture is business driven and informed by its desired business outcomes. One of the most important considerations in determining the target state is the desired level of agility required. For instance, the more granular the target state solutions and services, the more agility will result. The agility acquired provides opportunities to not just compete with, but disrupt, competitors. However, if the granularity of the services is too coarse, the organisation will not achieve the desired level of agility; if it’s too fine, the cost and risk of moving to the target state will be unnecessarily high for the agility desired.

Using our proprietary and proven approach, we are skilled at determining the correct level of service granularity and identifying the trade-off with the cost of the target state and the risk associated with delivering it. We also have extensive experience in program development and governance, and can design and administer a program of work to enable large scale digital and business transformation initiatives.

Services

Target State Determination, Business Transformation Program Development

We need to ensure that we maintain the design integrity of the organisation as a whole.

We can assist with the formation of an organisation’s Enterprise Architecture practice to ensure there is a structured approach and design principles to maintain the currency of its architecture, ongoing compliance of change initiatives and its overall design integrity. This can include the creation of a governance mechanism to ensure the ongoing currency and relevancy of an organisation’s enterprise architecture artefacts. This would be an extensible framework that can blend with an organisation’s existing corporate and IT governance mechanisms to protect its technology investments and ensure solution delivery is consistent with its target state architecture.

Services

EA Practice Establishment, Architecture Governance Framework

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Please contact us if you require further information about our services.

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