Strategy

Our belief is that it is tough to balance strategic Change, Value Creation and Business as Usual performance without Business Integrated Governance (BIG).

From our experience and previous strategy to delivery workshops - we recognise many topics that people were concerned with. Some key concerns included:

• Do we have the right strategy?
• Can we improve the connection between strategy formulation and making it happen?
• Are we communicating, and continuing to communicate expectations?
• Are we taking into account ability to lead and deliver change in the business context?
• Do we have the right balance between business as usual, value generation and change activity?
• Do we have the operating model, support and information ecosystem to control and balance workloads?

We believe there are several key areas of pain we can address with specific elements of BIG:

• Clarity - whatever our process - is strategy based on captured, clear drivers, and are the resultant objectives and targets clear?
• Communication - are we cascading and explaining objectives and targets, and can we understand status?
• Delegation - are people taking on accountability, are they empowered?
• Control - do we have the means to track status and manage changes?
• Agility - how fast are we at realising and delivering re-steer?
• Enablement - can we prioritise, plan, fund and resource objectives and targets?
• Integration - do we have the ability to fit together and see the big picture?

There are 2 more areas of pain which we can address on a BIG Journey:

• Realisation of the need for strategy - some organisations have no strategy - because they don't think they need one or they think they have one?
• Someone who cares and can make a difference - are senior stakeholders aware of issues / threats or opportunities for improvement in the strategy environment - who cares enough to do something?
  

Access a series of Blogs Deepteam has delivered with key partners.

Who will benefit from engaging in the series?

Senior managers / Executives who:

• see an opportunity to improve their organisation’s effective implementation of strategy 
• are struggling to engage the organisation and get issues recognised and proposals for change on the table
• are finding the inertia against change too daunting at present