are inherently related. If too much emphasis is placed on one, things can begin
to breakdown and a downward spiral of negative feedback can begin. The key is
to manage each of these competing Tactics and to make sound informed decisions
having considered the impact and implications.
Utilise Structural and Transformational Models
Maintaining Models to aid Strategic
Planning by providing:
A flexible Modelling Tool
An extensible Meta-model
Methods for managing the models.
Enterprises today are more complex than they have ever been.
The use of technology itself brings its own level of complexities of course,
but there is also increasing complexity in the business structure, process,
people, etc and the context it exists within of suppliers, customers,
outsourcers, media, legislation, competitors, etc, etc.
Enterprises are also in a constant state of change, whether
that be to outside events or by the Board constantly searching for ways to
improve the Enterprise.
A basic rule of thumb is that, if you are going to change
something, you first must understand the things you are changing and how
changing one part may affect other parts in potentially unwanted or surprising
Therefore, in this environment of constant change and
complexity it is important to understand the structure of the Enterprise (a
description of its parts, but more importantly the complex relationships
between those parts) so that when one part changes the management and Board can
see how that affects the other parts - Enterprise Impact Assessment.
In order to properly collect, manage, and use the
information, a tool is required.
It is imperative that all the entities and their associated
attributes be gathered together in one place so that there is one version of
the truth and so that relationships between these attributes can be defined.
The driving force, therefore, behind the use of a tool is to
reduce and minimize the maintenance and management overhead of a no tool based
Whilst initially a tool may not be required, there comes a
time where the amount of time to continue to use a non tool based approach
exceeds the cost of adopting a tool. This point tends to be reached a lot
sooner than you think.
Provide the business with governance to
manage alignment to the Strategic Plan by providing:
A governance structure
Methods for performing governance
The purpose of governance is to ensure that as change
happens on a daily basis, that change is guided in accordance with the bigger
strategic and long term picture of the Enterprise.
Governance must not put up barriers and stop work from
happening, but should allow decisions to be made in the context of the
implications and the Enterprise Debt™ that may be incurred.
Even though strategic plans are put into place, it is not
long into the financial year that events can overtake an Enterprise where those
plans need adjustment. In addition, by the time work gets down to the projects
and programmes to carry out the work, the strategic intent can be easily lost
amongst the (rightly) blinkered focus of projects.
Expose and manage Enterprise Debt™ created when short term
tactical choices compromise long term strategic intent by:
Recording Enterprise Debt™ as it is created.
Exposing that as change happens so that more informed business
decisions can be made at the proper time
Taking account of it and taking opportunities to reduce it during
the Strategising and Roadmapping phases.