Strategic Delivery

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Future proofing your business transformation

Organisations are looking at different ways of doing business and many transformation programs are being embraced to build new capabilities, products, and services.

Effective strategic business analysis plays a key role in planning and review to achieve business outcomes. This may include the development of the business case and in providing solid foundations and roadmaps for the delivery of successful change/transformation programs. Greater understanding of strategic and business capability alignment, your cultural technology alignment and program transition requirements will minimise risk and ensure change is adopted, translating to greater success of delivery. Greater success of delivery may in turn increase organisational performance and maximise return on investment.

With our depth of knowledge of transformation, we can coach and mentor your resources or we can provide the capability as strategic business advisors. We have great Strategic Business Analysts who have significant experience in moving from strategy to execution and understand what is required for implementation.

  • Minimises overall program investment
  • Minimises potential programme overruns
  • Minimises business risk during programme implementation
  • Ensures change is readily and sustainably adopted
  • Ensures strategic alignment
  • Increases the likelihood of program success
  • Increases the likelihood of timely achievement of outcomes and contribution to business capabilities

Don’t become part of the statistics – 75% organisations struggle to implement strategy (HBR September 2016), while programs and projects have up to a 70% failure rate (Standish Group 2015), 40% of which can be traced to ineffective Business Analysis (Australian Institute of Business Analysis 2010)!

Know your core capabilities
Needs stepping stones
Transformation has a finite life
Changing the face of business

Elements of Strategic Business Analysis

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Business Architecture

Understanding core capabilities or competencies is vital for success of transformation. If the core capabilities of an organisation are clear, the organisation can leverage this knowledge. “Outsourcing it can be disastrous” (HBR September 2016).

The business architecture looks at the governance structures, business processes and business information required by all stakeholders and aligns these structures. It looks at what a business does, how it is organisation, how it functions and how it adds value.

Recent research by C.K. Prahalad and Gary Hamel, HBR September 2016, has found that when information does not flow across the organisation, the business units operate in silos. The organisation loses economies of scale, knowledge transfer of practices and is not able to leverage its core capabilities.

Business Change

Knowing where you are going, where you have come from and how you are going to get there is key. It is also important to understand what culture is required by the organisation and that the technology will support this.

A key artefact that successful programs develop, is the Concept of Operations, which describes how the organisation and systems will work in the future. The new operating model to support the business model, is a key component of this document. The Concept of Operations helps scope the problem and solution, bridges where the organisation is and where it wants to be, illustrates how a system will function, facilitates communications among stakeholders, provides a logic trail of capability, provides baseline for measuring system efficacy, and provides basis for requirements.

Business Transition

Knowing how you are going to operate and the new operating model is key to transition. A transformation program has a finite life, and needs to transition at an agreed milestone to business operations. If the transition does not go smoothly, it can very quickly undo stakeholder collaboration and adoption. A good transition plan is necessary to outline the service level agreements with all parties, both internal and external suppliers. Transitional planning should consider the changes to culture, business process, the physical environment, job responsibilities, skills and knowledge, policies and procedures.