Explore alternatives to rigid annual funding cycles by adopting flexible, investment-based processes that empower leaders with timely, reliable information for better decisions.
Posts Written ByDavid Martin
The right information at the right time: Part 2
Discover how creating a single demand, capacity, and benefit view can transform your organisation’s planning and execution process. Learn to move beyond traditional annual cycles with flexible, data-driven strategies for better decision-making and resource management.
Annual funding – Driving the wrong behaviours: Part 1
Is your annual funding cycle holding you back? Learn how real-time tools can streamline planning by aligning demand and capacity, accelerating decision-making and driving innovation.
You can’t manifest strategy
Organisations need more than just wishes to succeed. Aligning strategic intent with actionable steps and proper funding is essential for effective strategy execution.
Reducing delivery risk through Adaptive Governance
Understand how Adaptive Governance builds transparency into delivery ensuring that the right information is provided to the right people, at the right time to ensure successful outcomes.
The 9-Primes Model: Our Solution for Adaptive Organisational Change
Our 9-Primes model fosters adaptive organisational change by aligning structure around customer value, promoting continuous, non-disruptive evolution.
Innovation and the Outside Context Problem
Ian Banks defined an Outside Context Problem as “a problem that hits you not only because no one saw it coming, but because it was so far outside your context that no one could have possibly predicted it.” In business, we see this all the time, we call it a “disruption”. Disruptions are the primary business model for aggressive tech-focused startups. They hit organisations hard because they just can’t see it coming. Not that they don’t see it coming, but they can’t.
Measuring Success
Over the last few posts we have been looking at how to set up and fund business technology teams – teams that are directly linked to business functions and provide the technology component of the business as an integral part of the business rather than something provided by a separate IT group. These teams are funded by the business on an ongoing basis in order to deliver business outcomes.
Value Stream based funding model
The inability to effectively fund long lived business technology teams is often the single biggest impediment to making a change within a business. In this blog, David Martin explains how you can move away from a project-based funding model and move into a value stream based funding model – a major rethinking of how funding works with huge benefits.
How to best structure your Business Technology teams
In part one, we looked at why the old pattern of business and IT as separate entities is no longer appropriate for organisations today. In this article, we are going to look in more detail at how these new business technology functions should be organised.
Is it time to reimagine your IT department
While the idea of an IT department feels quite modern, the actual idea is pretty old. In the 60s and 70s, these systems were big and complex. Fast-forward 30 years and things are different.
We still talk about “business” and “IT” but that’s no longer really the case. Everything you do in your business relies on IT to happen. IT no longer supports your business. IT is your business.
Coaching, What’s Possible
Organisations looking for transformation tend to have big ambitions but knowledge is gained in steady steps rather than all in one huge chunk.