Often those initiatives at the strategic level are not isolated, but require a holistic management approach.
Great business initiatives should be viewed as an "opportunity" for solving crucial problems, even a set of relevant problems effectively. It’s important to identify what generates the most value for the company and expressing that in strategic objectives helps managers keep their eyes on what matters. Organizational leaders define what initiatives they are willing to fund to get there. Only initiatives that support the achievement of those objectives should be implemented.
Organizational requirements collection, verification, sponsorship: Business initiatives at the strategic level usually require top executives' sponsorship, and get varied perspectives from varying stakeholders, to make what-how transition. As requirements are gathered and managed and discussed with executives and teams, keep the stakeholders focused on those requirements and relationships, whose improvement has the most benefit to the business. Business Architecture is the glue to connect business purpose (WHY), strategy (WHAT) and execution (HOW) and it’s an important tool for business requirement collection & verification.
Business architecture provides business knowledge and context; so insightful architecture can lead formal business requirements initiative by performing stakeholder needs analysis; enterprise system requirements development and management. So such initiatives are backed up by executive sponsorship and commitment and advocated by leadership. Effective requirement management would directly impact on how successful such initiatives can not only be delivered on time or on a budget, but, more importantly, on-value, and reach customers’ expectations.
Initiative management at the strategy level has many components, IT is one of the most complex pieces: The requirement management is a good starting point and one of the significant steps in managing business initiatives effectively. To implement a complex initiative in a structural way takes cross functional collaboration, seamless design, technical excellence and performance management. Lift organizational maturity by design thinking; and lift design by architectural thinking. Often, strategy management goes hand in hand with change management. Strategy involves architectural related activities for making a business transition from “as is” to “ to-be”; technically, implementation at the more detailed level involves IT architecture, process management. It’s also important to fine-tune organizational structure for enabling changes. The architecture captures business insight, design elaborates the elegance of the business.
IT is one of the most complex components in quite a lot of business initiatives; thinking like an architect is critical for IT leaders to know all relevant aspects of engineering, and apply IT architecture as a practical tool to make sure all of the business elements necessary for an outcome are present. Thus, IT architects and IT professionals can translate business requirements into engineering requirements; IT engineering practices and disciplines require scientific approaches and structural problem-solving capabilities.
Initiative management strikes the right balance of corporate executive management at the strategic level and business line management at tactical level: Top management often gets involved with strategic decision-making, focuses on the bigger picture, translates strategic goals into workforce language, and builds the competitive advantage. Due to the complexity of contemporary organizations, many businesses are still running in the dark with puzzles about value, cost, risks, constraints, other business executives may not feel they are part of it. Further, silo setting and “we always do things like that” mentality, misinterpretation and unhealthy competition cause business stagnation.
To improve cross boundary business initiative success, and build an effective business initiative program portfolio, truly best of breed organizations should have an analytic team that can help to look for trends and insights behind the high-level results. They should come up with actionable insights and recommended actions for top management to look at and then make the informed decisions wisely, proactively, and timely. The strategic goals can be mapped into more tactical business objectives The operational improvement tasks can be initiated as projects and their results commissioned into operation that ensure the ongoing alignment of strategy, operations, and projects in terms of both strategic importance and resource availability, as well as adhering to governance constraints.
The very goal of business initiative management is to set the right priority, align key success factors of the business, streamline business resource, process, talent, capability, capacity to improve overall organizational effectiveness and maturity. Often those initiatives at the strategic level are not isolated, but require a holistic management approach. Whether it’s organic or whether there should be a corporate function of organizational design all depends on the nature and culture of the organization, the level of its business maturity, and the extent of rapid changes around the organization.
Organizational requirements collection, verification, sponsorship: Business initiatives at the strategic level usually require top executives' sponsorship, and get varied perspectives from varying stakeholders, to make what-how transition. As requirements are gathered and managed and discussed with executives and teams, keep the stakeholders focused on those requirements and relationships, whose improvement has the most benefit to the business. Business Architecture is the glue to connect business purpose (WHY), strategy (WHAT) and execution (HOW) and it’s an important tool for business requirement collection & verification.
Business architecture provides business knowledge and context; so insightful architecture can lead formal business requirements initiative by performing stakeholder needs analysis; enterprise system requirements development and management. So such initiatives are backed up by executive sponsorship and commitment and advocated by leadership. Effective requirement management would directly impact on how successful such initiatives can not only be delivered on time or on a budget, but, more importantly, on-value, and reach customers’ expectations.
IT is one of the most complex components in quite a lot of business initiatives; thinking like an architect is critical for IT leaders to know all relevant aspects of engineering, and apply IT architecture as a practical tool to make sure all of the business elements necessary for an outcome are present. Thus, IT architects and IT professionals can translate business requirements into engineering requirements; IT engineering practices and disciplines require scientific approaches and structural problem-solving capabilities.
To improve cross boundary business initiative success, and build an effective business initiative program portfolio, truly best of breed organizations should have an analytic team that can help to look for trends and insights behind the high-level results. They should come up with actionable insights and recommended actions for top management to look at and then make the informed decisions wisely, proactively, and timely. The strategic goals can be mapped into more tactical business objectives The operational improvement tasks can be initiated as projects and their results commissioned into operation that ensure the ongoing alignment of strategy, operations, and projects in terms of both strategic importance and resource availability, as well as adhering to governance constraints.
The very goal of business initiative management is to set the right priority, align key success factors of the business, streamline business resource, process, talent, capability, capacity to improve overall organizational effectiveness and maturity. Often those initiatives at the strategic level are not isolated, but require a holistic management approach. Whether it’s organic or whether there should be a corporate function of organizational design all depends on the nature and culture of the organization, the level of its business maturity, and the extent of rapid changes around the organization.
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