strategy - the crucial enabler

Strategy: The crucial enabler

Adrian Reed adrian.reed@blackmetric.co.uk

@UKAdrianReed

What/ How?

Why? Why?

With no underlying cohesion…

Why?

What/ How?

Strategy

A cohesive response to an important challenge.

Unlike a stand-alone decision or a goal, a strategy is a coherent set of analyses, concepts, policies,

arguments, and actions that respond to a high-stakes challenge.

Rumelt, R (2011). Good Strategy/Bad Strategy: The difference and why it matters

VMOST

Vision / Mission

Objectives

Strategy

Tactics

Clear, Concise,

Repeatable

Broad Themes

Precise SMART

Actionable Granular Tasks & Projects

Objectives

Strategic

Them

e

Strategic

The

me

Strategic

The

me

V / M

T T

T T

T T

T T

T T

T T

Change Portfolio

Portfolio of Change

Sales & Marketing

Operations Customer Service

Finance Etc….

It’s a great idea..

Why wouldn’t

we…

We’ve chosen a vendor…

The boss says…

Our client wants…

AND WE HAVE A BUSINESS CASE!!!

But what really happens…

So what can we do as BAs?

First.. what kind of ship are you on?

Current State

Future State

Strategy

Current State

Future State

Change

S can I dentify P redict D ecide E xecute

Align to V/M/O/S

(Strategy) Analysis

Analyse Current

State

Define or Predict Future State

Analyse Gap/Make Recommendations

Define/ Revisit

Business Case

Assess Risks

* Diagram adapted from IIBA BABOK® v3 Knowledge Areas

Objectives

Strategic

Them

e

Strategic

The

me

Strategic

The

me

V / M

T T

T T

T T

T T

T T

T T

Change Portfolio

2. Assess Current State External Environment Analysis: STEEPLE

S ocial

T echnological

E conomic

E nvironmental

P olitical

L egal

E thical

2. Assess Current State Finding the Problem: Fishbone Diagram

Assess Current State Finding the Problem: Fishbone Diagram

The problem of…..

Is affecting….

The impact of which is….

A successful solution would….

3. Define Outcomes: Problem Statement

What problem are we trying to

solve? Who are our

stakeholders?

Why should we care?

What are the benefits? How do

we know it’s done?

Example: Taxi Firm

Disrupted by new channels/

business models

Bookings & passenger numbers dropping

(£££!)

WE NEED AN APP!

I have an idea….

The problem of increased competition from new channels and new competitors/substitutes

Affects our drivers and contact centre staff

The impact of which is a reduction in bookings leading to under-utilised cars (and drivers)

A successful solution would protect us from competitive forces and would allow us to retain and grow our customer base.

Problem Statement: “WE NEED AN APP!”

This aligns with our stated strategy by….

And would help us meet our objectives of….

+ Strategic Alignment Statement

3. Define Outcomes

Problem / Opportunity Customer

Financial

Internal processes

Innovation “Sustain”

4. Assessing Risk

Adapted from Kerzener, H, (2008) Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Tenth Edition

5. Identifying Options

Align to V/M/O/S

(Strategy) Analysis

Analyse Current

State

Define or Predict Future State

Analyse Gap/Make Recommendations

Define/ Revisit

Business Case

Assess Risks

* Diagram adapted from IIBA BABOK® v3 Knowledge Areas

TO: Titanic and all east-bound

ships. Ice report in latitude 42N

to 41.25, longitude 49 to 50.30W.

Saw much heavy pack ice and a

great number large icebergs. Also

field ice.

?

• Where in your organisation are your business analysts located ?

• How are you adding value?

• Where do you think the BA adds most value?

• How do we measure that value?

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