Smart organisations are changing operating models to leverage more competitive capabilities. They are tapping into new pools of talent found well outsides their HQs and investing in tech mobility and cloud technologies to enable safe remote working. Small organisations are now omnipresent.

1. Strategic organisations invest in business change and continuous innovation
Smart organisations are changing operating models to leverage more competitive capabilities. They are tapping into new pools of talent found well
outsides their HQs and investing in tech mobility and cloud technologies to enable safe remote working. Small organisations are now omnipresent.
Bogdan Ciocoiu
The business change/transformation sphere, the academia as well as the 3P management industry are offering multiple business tools and methodologies to
enable organisations to identify environmental forces and transition to a better state. However, not all CxOs demonstrate an interest in driving change proactively.
Recognise KPIs at the
organisation level
Define:
SMART objectives
Reqs. gathering
Stakeholder mgmt.
Timelines
Story definition
Interfaces
Comms plan
Team roles
Project benefits
Analyse:
Prioritisation matrix
Cause and effect
Project charters
Fishbone analysis
In/out summary
Scenario testing
Measure:
Cause/effect analysis
Data collection plan
Business case calc.
Process mapping
Pareto
Control:
RAID logs
Action log
Change log
BI dashboards
Lessons learnt
Benefits realisation
Improve:
Performance metrics
Best practice sharing
Quality assurance
KPI analysis
Brainstorming
Scenario testing
SIX SIGMA
Set up a single source
of truth for insights
Deliver root cause
analysis on RAID items
Standardise work and
BAU processes
Establish sustainability
and uniformity (5S)
ID and mitigate
against bottlenecks
Establish continuous
flow within BAU
Ensure strategic
vertical alignment
Leverage automation
opportunities
Implement SMART
value measurement
Integrate value stream
mapping for BAU
Establish the Kanban
daily board review
LEAN
Stakeholder
management
THE
AS IS
ORGANISATION
THE
TO BE
ORGANISATION
Sprints and
backlogs Ideation and
storytelling
Sprint planning
Daily stand-ups
Lessons learnt
Burn-down chart
Product backlogs
Sprint backlogs
Blockers
Epics and stories
Story qualification
Measure point-based
team performance
PMO alignment
Roles and responsibilities
RAID control measures
Sprint review sessions
Sprint retrospectives sessions
Backlog refinement sessions
RAID management
PMO alignment
Ensure full alignment
Early buy-in
Set-out RACI terms
Performance
(estimated v. actual)
AGILE SCRUM
Define the long term value for the
organisation
Apply the future-back vision strategic
framework
Analyse environmental forces using
PESTLE, Porter 5 forces and SWOT
STRATEGIC FRAMEWORKS