Our expertise and capabilities extend far beyond helping organizations improve the mechanics of how efforts to improve the business are envisioned, planned and executed. We help clients take steps to deal with obstacles that would otherwise be overlooked, ignored or taken for granted since they fall outside the scope of change mechanics; being systemic, organizational, cultural, preferential, etc, etc.
We can help you break down the barriers that hinder quick and effective business improvement, we can help you identify and exploit opportunities to save time and money, we will help you ensure that what is typically overlooked, ignored or taken for granted is adequately addressed and much, much more. Here are three examples of very real and very significant obstacles that hinder good, orderly progress towards objectives; expanded detail about each can be viewed on the sub-pages…
Ř Chief Change Officer
The Chief Change Officer is the fulcrum around which all change, in all forms, revolves. It is not allied to any one business function. Today, virtually all organizations delegate management of change to the CIO/IT function; as history evinces, this is not necessarily the best or wisest way to ensure that change happens as it should – quickly, seamlessly and with maximum value.
The role’s primary duty is to ensure that what is going to change and how it is going to be changed is changed as quickly as possible, that outcomes are as robust as possible and as value laden as possible, that costs are both controlled and minimized as much as possible and that How the change is Envisioned, Planned and Executed has the greatest possible prospect for success.
Ř Business Landscapes…
A significant void exists in virtually every business; the absence of a clear, concise and meaningful view of how business functions (processes, systems, information sets and work flows) interconnect, intersect and interrelate across the business.
Without a map of the business landscape; initiatives to improve the business often commence without really knowing what route to take, without really knowing what lies around the corner and, having no idea whether other initiatives are on the same journey or even coming the other way. As a result, the business enters the realm of Jean-Luc Picard on the other Enterprise (pardon the pun). An imperious command: "Make it so..." and the adventure into dangerous, unexplored places begins…
Ř Linear Thinking…
Irrespective of WHAT the business decides to do, HOW the demand will be addressed is almost certainly bound by linear thinking! NO business can afford to be constrained by allowing linear thinking to dictate how the business responds to today's issues and opportunities. Linear Thinking is WHY so many efforts to improve the business fail to deliver what is required, when it is required!
Ř Information Silos…
Information Silo Proliferation is the result of defining and structuring Information as a Necessity for Process rather than as a Value Enabler for the Enterprise.
Business needs dictate the need for New or Changed Process. Process is created or changed through Project. Project views Information from the perspective of Process Need. Project causes Information to be structured to satisfy Process Need resulting in yet more Information Silos!
Information Silos Inhibit Enterprise Wide Clarity & Cohesion, Hinder Effective Business Work Flow AND Create Severe Operational and Reputational Risk…
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