This artifact is a research artifact based on multi year experience across the 10's of customers across number of countries.
Main focus of this research paper is,
1.How an corporate/organization's strategy will be translated into a Implementation level Blueprint
2.Process and actions involved in such an effort
3.How the Blue print helps to arrive to a execution plan through organizational structure, processes and systems/platforms.
4.And how IT is accountable in such plan preparation at detailed level
5.What would be those Strategy acceleratores
6.How those accelerators can become an IP based Corporate based accelerators' framework.
Also paper provides the details at 10ft level with all necessary stakeholders in the strategy execution process and standard workflow process involved in these kinds of successful strategy programs.
This will be extensible/tailorable to any organization or IT group based on organizational interest and structure. The accountability matrix is going to be standard one. These accelerators/approches are readily implementable and timeline depends on the organization/business complexity.
Introduction to the Logical Framework ApproachDamien Sweeney
An introduction into the Logical Framework Approach, and its use and usefulness for project design, project planning, in the international development sector and beyond.
Introduction to the Logical Framework ApproachDamien Sweeney
An introduction into the Logical Framework Approach, and its use and usefulness for project design, project planning, in the international development sector and beyond.
Business Case Strategies For Integrating Comissioning With Construction And P...mike benedetto
Presentation delivered at National CMAA Conference. Presentation outline considerations and business drivers supporting the integration of comissioning and qualification as part of project delivery strategy.
Project formulation for social welfare in social welfare administrationPoojaSharma1336
Project formulation for social welfare in social welfare administration, social work, social welfare administration, administration, formulation of the project, process of project formulation, steps of project formulation
3_Logframe, problem and objectives, indicators, assumptionscsdialogue
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
Business Case Strategies For Integrating Comissioning With Construction And P...mike benedetto
Presentation delivered at National CMAA Conference. Presentation outline considerations and business drivers supporting the integration of comissioning and qualification as part of project delivery strategy.
Project formulation for social welfare in social welfare administrationPoojaSharma1336
Project formulation for social welfare in social welfare administration, social work, social welfare administration, administration, formulation of the project, process of project formulation, steps of project formulation
3_Logframe, problem and objectives, indicators, assumptionscsdialogue
How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes.
Natasa Gospodjinacki
Kiev, 3-4 September 2015
America's Retirement Safety Net and information for you to understand the social security, medicare and financial needs after retirement. For more topics you can visit our other flipbooks at http://www.ferrettafinancialservices.com/sitemap.htm .
Happy reading:-
Filling out tax forms and finding perfect tax help is getting more complicated every year. With this flip book, I published on my website http://www.ferrettafinancialservices.com/Time-to-Get-Tax-Savvy-Managing-Your-Tax-Burden.c5889.htm . I had given some help to you.
Travelling on this cruise, you will feel like living in a gorgeous & luxurious palace of Jayavarman King. This is the great chance for you to not only enjoy an exciting experience but also discover the lost civilization along the Mekong River from Vietnam to Cambodia.
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"Interfaces Between Strategic Manaement of an Enterprise and Managing Project Portfolios Within th Enterprise," Istanbul keynote slides, April 1, 2010
It can help to many student's or any people who are planning to build their own business. It can help them to improve their managerial or leadership skills in business.
[AMA Open Program] Strategy Execution: Getting it Done
Get the skills and knowledge to accomplish what so many others don’t—the successful implementation of strategic goals.
Whether it’s entering new markets, repositioning, outsourcing, or undertaking new initiatives or technology, execution of strategic goals is often a graveyard of good intentions. A recent strategy execution study of a broad group of leaders found that 65% of them do not consider their own organization successful at executing their strategies.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
A basic primer for the i18n and l10n students and learner aspirants. Also captured Real time facts and practices which helps for the developers who build Global Enterprise Applications.
An Architectural approach towards designing i18n/l10n, globalization components in the Globalization Enterprise Platforms independent of technology. This provides a Best practices guide/pointers for Architects, designers, developers and QA folks. This is mapped to the use case based on Automotive customer for a global platform application.
OCEA - Office of the Chief Enterprise Architect, an Incubator View with a Notion of EA as a Boat/Cruise for Enterprise.
1. Office Structure and Capability View
2. Round the corner business enterprise Stovepipe
3. What an EA Office meant from Organization 360 degree view
4. Enabler for Organization for next gen & Business disruption scenarios.
5. Drive the business growth having coherent view of new business model design.
6. EA Boat View - A notion how OCEA helps as a cruise for organization/enterprise to surpass the Org goals.
7. EA Office framework in terms of how you execute the CEA business and how you synergize & synchronize the discharge of Architecture responsibilities.
1. Captured thoughts based on my two decades of experience in the IT world and how my mind thinks about Chief enterprise Architect as well as Chief Technology Officer in a pragmatic perspective.
2. Churning my mind for getting the view of myself as CEA and CTO. And keeping every Aspirant in my mind, how they approach towards this kind of churn.
3. Captured thoughts limited to the high level bullets in an End-to-End Corporate Life cycle blend with more of CEA/CTO office IT life cycle of events.
4. Right from the Approach to content, Content to the real-time abstractions and leaving the details to the respective qualifiers.
Business initiatives to user stories implementation realityReddappa Gowd Bandi
Business -IT Transformation Framework with Implementation reality.
1. How Corporate Strategy Involve to arrive to Business Strategy Initiatives.
2. How Business Initiatives transformed into Portfolio level Initiatives, then
3. How Portfolio level initiatives transforms into respective Programs and Product Strategy
4. How Program/Product strategy translates into the Project/Release level strategy
5. How Release strategy transforms into Sprint level strategy
6. How the Lowest level User stories/Platform level stories transforms into a measurable system demos
7. How these are tracked on the overall Corporate Dashboard cumulatively.
Software Engineering, Software Consulting, Tech Lead.
Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Security,
Spring Transaction, Spring MVC,
Log4j, REST/SOAP WEB-SERVICES.
TROUBLESHOOTING 9 TYPES OF OUTOFMEMORYERRORTier1 app
Even though at surface level ‘java.lang.OutOfMemoryError’ appears as one single error; underlyingly there are 9 types of OutOfMemoryError. Each type of OutOfMemoryError has different causes, diagnosis approaches and solutions. This session equips you with the knowledge, tools, and techniques needed to troubleshoot and conquer OutOfMemoryError in all its forms, ensuring smoother, more efficient Java applications.
A Comprehensive Look at Generative AI in Retail App Testing.pdfkalichargn70th171
Traditional software testing methods are being challenged in retail, where customer expectations and technological advancements continually shape the landscape. Enter generative AI—a transformative subset of artificial intelligence technologies poised to revolutionize software testing.
Strategies for Successful Data Migration Tools.pptxvarshanayak241
Data migration is a complex but essential task for organizations aiming to modernize their IT infrastructure and leverage new technologies. By understanding common challenges and implementing these strategies, businesses can achieve a successful migration with minimal disruption. Data Migration Tool like Ask On Data play a pivotal role in this journey, offering features that streamline the process, ensure data integrity, and maintain security. With the right approach and tools, organizations can turn the challenge of data migration into an opportunity for growth and innovation.
Climate Science Flows: Enabling Petabyte-Scale Climate Analysis with the Eart...Globus
The Earth System Grid Federation (ESGF) is a global network of data servers that archives and distributes the planet’s largest collection of Earth system model output for thousands of climate and environmental scientists worldwide. Many of these petabyte-scale data archives are located in proximity to large high-performance computing (HPC) or cloud computing resources, but the primary workflow for data users consists of transferring data, and applying computations on a different system. As a part of the ESGF 2.0 US project (funded by the United States Department of Energy Office of Science), we developed pre-defined data workflows, which can be run on-demand, capable of applying many data reduction and data analysis to the large ESGF data archives, transferring only the resultant analysis (ex. visualizations, smaller data files). In this talk, we will showcase a few of these workflows, highlighting how Globus Flows can be used for petabyte-scale climate analysis.
Enhancing Research Orchestration Capabilities at ORNL.pdfGlobus
Cross-facility research orchestration comes with ever-changing constraints regarding the availability and suitability of various compute and data resources. In short, a flexible data and processing fabric is needed to enable the dynamic redirection of data and compute tasks throughout the lifecycle of an experiment. In this talk, we illustrate how we easily leveraged Globus services to instrument the ACE research testbed at the Oak Ridge Leadership Computing Facility with flexible data and task orchestration capabilities.
Paketo Buildpacks : la meilleure façon de construire des images OCI? DevopsDa...Anthony Dahanne
Les Buildpacks existent depuis plus de 10 ans ! D’abord, ils étaient utilisés pour détecter et construire une application avant de la déployer sur certains PaaS. Ensuite, nous avons pu créer des images Docker (OCI) avec leur dernière génération, les Cloud Native Buildpacks (CNCF en incubation). Sont-ils une bonne alternative au Dockerfile ? Que sont les buildpacks Paketo ? Quelles communautés les soutiennent et comment ?
Venez le découvrir lors de cette session ignite
First Steps with Globus Compute Multi-User EndpointsGlobus
In this presentation we will share our experiences around getting started with the Globus Compute multi-user endpoint. Working with the Pharmacology group at the University of Auckland, we have previously written an application using Globus Compute that can offload computationally expensive steps in the researcher's workflows, which they wish to manage from their familiar Windows environments, onto the NeSI (New Zealand eScience Infrastructure) cluster. Some of the challenges we have encountered were that each researcher had to set up and manage their own single-user globus compute endpoint and that the workloads had varying resource requirements (CPUs, memory and wall time) between different runs. We hope that the multi-user endpoint will help to address these challenges and share an update on our progress here.
Modern design is crucial in today's digital environment, and this is especially true for SharePoint intranets. The design of these digital hubs is critical to user engagement and productivity enhancement. They are the cornerstone of internal collaboration and interaction within enterprises.
Cyaniclab : Software Development Agency Portfolio.pdfCyanic lab
CyanicLab, an offshore custom software development company based in Sweden,India, Finland, is your go-to partner for startup development and innovative web design solutions. Our expert team specializes in crafting cutting-edge software tailored to meet the unique needs of startups and established enterprises alike. From conceptualization to execution, we offer comprehensive services including web and mobile app development, UI/UX design, and ongoing software maintenance. Ready to elevate your business? Contact CyanicLab today and let us propel your vision to success with our top-notch IT solutions.
Developing Distributed High-performance Computing Capabilities of an Open Sci...Globus
COVID-19 had an unprecedented impact on scientific collaboration. The pandemic and its broad response from the scientific community has forged new relationships among public health practitioners, mathematical modelers, and scientific computing specialists, while revealing critical gaps in exploiting advanced computing systems to support urgent decision making. Informed by our team’s work in applying high-performance computing in support of public health decision makers during the COVID-19 pandemic, we present how Globus technologies are enabling the development of an open science platform for robust epidemic analysis, with the goal of collaborative, secure, distributed, on-demand, and fast time-to-solution analyses to support public health.
Exploring Innovations in Data Repository Solutions - Insights from the U.S. G...Globus
The U.S. Geological Survey (USGS) has made substantial investments in meeting evolving scientific, technical, and policy driven demands on storing, managing, and delivering data. As these demands continue to grow in complexity and scale, the USGS must continue to explore innovative solutions to improve its management, curation, sharing, delivering, and preservation approaches for large-scale research data. Supporting these needs, the USGS has partnered with the University of Chicago-Globus to research and develop advanced repository components and workflows leveraging its current investment in Globus. The primary outcome of this partnership includes the development of a prototype enterprise repository, driven by USGS Data Release requirements, through exploration and implementation of the entire suite of the Globus platform offerings, including Globus Flow, Globus Auth, Globus Transfer, and Globus Search. This presentation will provide insights into this research partnership, introduce the unique requirements and challenges being addressed and provide relevant project progress.
top nidhi software solution freedownloadvrstrong314
This presentation emphasizes the importance of data security and legal compliance for Nidhi companies in India. It highlights how online Nidhi software solutions, like Vector Nidhi Software, offer advanced features tailored to these needs. Key aspects include encryption, access controls, and audit trails to ensure data security. The software complies with regulatory guidelines from the MCA and RBI and adheres to Nidhi Rules, 2014. With customizable, user-friendly interfaces and real-time features, these Nidhi software solutions enhance efficiency, support growth, and provide exceptional member services. The presentation concludes with contact information for further inquiries.
SOCRadar Research Team: Latest Activities of IntelBrokerSOCRadar
The European Union Agency for Law Enforcement Cooperation (Europol) has suffered an alleged data breach after a notorious threat actor claimed to have exfiltrated data from its systems. Infamous data leaker IntelBroker posted on the even more infamous BreachForums hacking forum, saying that Europol suffered a data breach this month.
The alleged breach affected Europol agencies CCSE, EC3, Europol Platform for Experts, Law Enforcement Forum, and SIRIUS. Infiltration of these entities can disrupt ongoing investigations and compromise sensitive intelligence shared among international law enforcement agencies.
However, this is neither the first nor the last activity of IntekBroker. We have compiled for you what happened in the last few days. To track such hacker activities on dark web sources like hacker forums, private Telegram channels, and other hidden platforms where cyber threats often originate, you can check SOCRadar’s Dark Web News.
Stay Informed on Threat Actors’ Activity on the Dark Web with SOCRadar!
In software engineering, the right architecture is essential for robust, scalable platforms. Wix has undergone a pivotal shift from event sourcing to a CRUD-based model for its microservices. This talk will chart the course of this pivotal journey.
Event sourcing, which records state changes as immutable events, provided robust auditing and "time travel" debugging for Wix Stores' microservices. Despite its benefits, the complexity it introduced in state management slowed development. Wix responded by adopting a simpler, unified CRUD model. This talk will explore the challenges of event sourcing and the advantages of Wix's new "CRUD on steroids" approach, which streamlines API integration and domain event management while preserving data integrity and system resilience.
Participants will gain valuable insights into Wix's strategies for ensuring atomicity in database updates and event production, as well as caching, materialization, and performance optimization techniques within a distributed system.
Join us to discover how Wix has mastered the art of balancing simplicity and extensibility, and learn how the re-adoption of the modest CRUD has turbocharged their development velocity, resilience, and scalability in a high-growth environment.
Your Digital Assistant.
Making complex approach simple. Straightforward process saves time. No more waiting to connect with people that matter to you. Safety first is not a cliché - Securely protect information in cloud storage to prevent any third party from accessing data.
Would you rather make your visitors feel burdened by making them wait? Or choose VizMan for a stress-free experience? VizMan is an automated visitor management system that works for any industries not limited to factories, societies, government institutes, and warehouses. A new age contactless way of logging information of visitors, employees, packages, and vehicles. VizMan is a digital logbook so it deters unnecessary use of paper or space since there is no requirement of bundles of registers that is left to collect dust in a corner of a room. Visitor’s essential details, helps in scheduling meetings for visitors and employees, and assists in supervising the attendance of the employees. With VizMan, visitors don’t need to wait for hours in long queues. VizMan handles visitors with the value they deserve because we know time is important to you.
Feasible Features
One Subscription, Four Modules – Admin, Employee, Receptionist, and Gatekeeper ensures confidentiality and prevents data from being manipulated
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One app for all industries – a Visitor Management System that works for any organisation.
Stress-free Sign-up
Visitor is registered and checked-in by the Receptionist
Host gets a notification, where they opt to Approve the meeting
Host notifies the Receptionist of the end of the meeting
Visitor is checked-out by the Receptionist
Host enters notes and remarks of the meeting
Customizable Components
Scheduling Meetings – Host can invite visitors for meetings and also approve, reject and reschedule meetings
Single/Bulk invites – Invitations can be sent individually to a visitor or collectively to many visitors
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Courier Management – Keeps a check on deliveries like commodities being delivered in and out of establishments
Alerts & Notifications – Get notified on SMS, email, and application
Parking Management – Manage availability of parking space
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Visitor/Meeting Analytics – Evaluate notes and remarks of the meeting stored in the system
Visitor Management System is a secure and user friendly database manager that records, filters, tracks the visitors to your organization.
"Secure Your Premises with VizMan (VMS) – Get It Now"
Global strategy execution and it accountability an accelerator approach
1. Global Strategy Execution Approach and IT Accountability – An
Accelerator approach – Research Artifact:
Reddappa Gowd bandi, Chief Enterprise Architect, Ness Digital Engineering
26
th
July 2016
Initial Pitch:
1. Most of the Corps/Organizations today (more than 84% as per HBR) follow a partial approach or
skipping some important steps in Strategy execution cycle.
2. It fundamentally creates a vaccum in terms of limited or no understanding of a specific strategy
at Corp level.
3. This inability has an exponentially decayed impact on the success of Strategy execution at
overall Organization/Enterprise wide.
4. Need an approach and accountability Post Strategy creation in order to better understand the
approach across the groups/stakeholders and create a sense of accountability and self-
evaluation or reconfiguring themselves.
This research artifact from a Chief Enterprise Architect provides,
• An Executable view of such a strategy at organization wide
• An approach of Whole-to-part understanding of Strategy which is a bi-directional and adaptable
primarily to any IT organization/Corporate but also extensible to any non-IT.
• An accountability of ownership in the Strategy execution cycle.
• Last but not least, need of Strategy Accelerator framework within Corporate Strategy execution.
Pre-Context:
• Most of the Corporate/Organization has its own Global Strategy Planning approach or strategic
consulting teams work hand-in-hand with strategic committees and develop/create a Global
strategy.
• Any goal behind developing a successful strategy is
o How are we going to win the Period ahead
o What is that Game Plan needed
• Organizations come-up with a solid strategy at high level but 84% of the organizations fail in
translating that strategy into well-defined execution plan or skipping many implicit steps which
are “very essential”.
• This paper focuses those steps and discusses in a Strategy Execution process steps.
2. Global Strategy Execution Process:
In a simplistic view, the Strategy Execution Process is a cycle and key steps involved are
1. Understand the defined Global Strategy with right set of Strategy execution stakeholder views
2. Transform & Translate the Global Strategy to Local Strategic Plans/elements
3. Implementable/Actionable Local strategy Plans Phase – PLC/SDLC phases
4. Monitor & Measure phase – Demos & Dashboards
5. Learn & Adapt – Strategy Accelerators
A clear communication level input needed from each to step to other and make strategy cycle more
animated and easy to understand and continue.
Let’s take a look at each step and have the execution level details needed,
Global Strategy Execution Life cycle - Details:
As per above execution process steps and build a wheel of execution cycle,
1. Understand & Define-
• Understand strategy elements externally (Inside-Out)
o Organizational business imperatives, Mission and Vision
o Focus areas and goals
o Operating models & Revenue areas
• Understand the strategy elements internally (Outside-In)
o Market outlook, Emerging trends
o Competitive Advantage, Innovative new market areas
o Internal strengths & What we can do
• What is the defined strategy of the Corporation/Enterprise
o Created strategy elements, Validation at second level
o Elaborate them to second level concepts
o Map them into Mind-mappings
• Distribute them into Horizontal and Vertical strategic elements
o Framing
• Understand the Strategies of Functional and Geographic peers
o Functional areas, capability groups
o Regional understanding (Second level strategic feasibilities)
o Peer level
• Functional/Geographic strategy referred to as Extended strategy
o Extended Strategic flavors added – Local Strategic elements
o Map or align Global strategic to Local strategic elements
3. • What do Customers want (Low, Medium and High demanded)
o Visualize the local strategy to what direct Customers want
o Visualize what the closed user groups needed
o Map Direct customers and Extended customers to the Local Strategic elements
o Prioritize High, medium and low demands
o May be some of these covered in the Strategy creation.
• What market offers today (Low, Medium and High)
o What are the market side offerings today to those users/groups
o A 360 degree view of Market vs Customer
o Prioritize High, Medium and Low Opportunities
o May be some of these covered in the Strategy Creation.
• What Competitors contributing and doing (Low, Medium and High)
o Competitive Advantage vs new/niche Opportunities
o Opportunities vs Customer centric view
o Capabilities vs Customer vs Competitors vs niche opportunities
o Prioritize High, Medium and Low
2. Transform & Translate -
• Digested understanding model from above translates into respective Mind-mappings and EA
artifacts
o Min-mapping models (Customers, Capabilities, Features)
o Possible EA Artifacts (not advocating any new specific tool or framework. Not discussing
an EA approach towards the problem)
o IT strategy models and Global strategy tracking
• Convert Mind-mappings to specific plans aligned across the organization (functional units,
regional department and etc.)
o Elaborated mind-mappings into IT strategic views
• Develop a path way from Enterprise/Corporate goals to Local goals and initiatives, build an
alignment matrix
o Corporate goals to Business Initiatives
o Business initiatives to Domain/Group/Region level Local Goals.
o Local goals to Portfolio level activities
• Elaborate Local goals into feasible activities and associate them into Goal-Activity alignment
matrix
o Executable Activity models (not UML activities)
o Multi Portfolio level executable Visions
4. • Focus on prioritization exercise with Strategic stakeholders - 1st level - Outcome is Multi-year
Initiative/Portfolio level roadmap
o Identify extended stakeholders at Portfolio level
o Identify the Portfolio level scope & Exercise with Priorities
o High level Multi-Year Portfolio level Roadmaps
• Continue the prioritization exercise with Extended stakeholdes -2nd level - Outcome is
Program/Project level roadmap aligned with Portfolio
o Identify the 2nd
level stakeholders for the strategy execution
o Understand and communicate Portoflio level scope into second executable elements
o Each Executable Activity is an independent Element (project) or set of Elements
(collection of projects, in other words can be a Program)
o High level Project and Program level execution Roadmaps
o Map Activity to Project/Program alignment
o Map Portoflio to Activities
• Align and refine the Priorization process - Outcome is Executable roadmaps
o Order of Elements execution, dependency resolve strategy and Activity completion
o Consider and study the Extended activities (Support, Lights on, BAU AND AMS)
o Include them as an extended roadmap level element.
o Refine the prioritization of the road map elements and communicate with right Road
mapping tools.
• Each Executable roadmap element is defined with Success Metrics (Local to Global, Element to
Project to Program to Portfolio to Corporate)
o Each roadmap element is a Project Opportunity with a Charter or collection of a set of
roadmap elements is a Program Opportunity with Charter.
o Each opportunity is defined with set of goals and Success Metrics which is a qualifier for
the Project/Program.
o Each qualifier is mapped to the Global Strategy goals in a matrix.
o Define the Success Metrics and map/align them to Global Strategic elements (Business
Initiatives)
• Build each Element's static view (Plan) to Dynamic view (Plan-o-gram) and map specific metrics.
o Each Project or Program has a Plan to execute as per Roadmap.
o Plan has two views.
Static View (set of static steps but doesn’t give what happens if a step fail kind)
Dynamic View (set of static steps including alternate paths to address if any step
or steps failed to achieve. So it is a Programmable View of the Plan)
According to me, this is a Plan-o-gram)
o Programmable View is missing in most of the Execution roadmaps (across 89% of the
organizations as per HBR).
o Most of the project/program failures today because of lack of Plan-o-grams in the
Strategy execution.
5. o Project/Program Managers are responsible to write these programming models on the
Plan.
o Now it is ready to hand-off the strategy execution responsibility to the PMO and
Delivery organizations.
• Build Sellable Milestones incrementally and get Funding plans done accordingly.
o At each Project/Program, identify the Sellable Milestones in their Elemental cycles of
execution.
o These are important to work with Finance side stakeholders in terms of getting the
funding and approvals for funding.
o These are convincible demos to the high level stakeholders to get build confidence and
incremental success tracks towards Global Strategy.
3. Implement & Action Execute – Commander’s phase -
• Walk through of the plans/plan-o-grams with PMO/Delivery
o Transition to the PMO/Delivery teams
o Identify the individual commanders and his/her teams.
o Enrich and walk through the Plans/Plan-o-grams with Commander Teams.
o Real Project cycle starts from here –
Re-align Individual Commander teams with right skillsets, technology and
business acumen.
Team level strategies will be recounted based on real understanding of the
opportunity/element and PMO/Delivery acts accordingly.
Tool level strategies are figured out and enrich the team with right tools.
Process level strategies are figured out and help to set the element level
execution methodologies.
Projects/Releases will be kicked off there on.
o Most of the organizations as per HBR (65%) have a very lean inclination towards this
step what we call “Big Picture”. Organizations/Teams skip this step most of the times.
o Understanding of this Big Picture is essential for the Global Strategy success and
incremental success of that element (Project) overall.
o Also this is essential from PMO/Delivery Synchronization strategy.
• Build the individual Implementable Plateus of execution based on internal/external
dependencies
o From the Strategy implementation flexibility, better tie the elements (execution level) to
a specific Plateau (EA term, space where you execute certain projects/elements with
transparency and trackable with more information and Platform/Application/Data/Build
and Infrastructure centric views)
o These plateaus bring Executable elements maps to Platform/Technology centric views.
6. • Setup the PMO dashboards for all Plateaus and start PLC/SDLC
o Map each Plateau to Elements and each element to the PMO Dashboard for Monitoring
and tracking.
• Ready to implement and move onto Actions
o Release strategy, execution strategies are evaluated at Commander Teams’ level.
o Action teams execute tasks as per methodology. For example, in Agile/Lean Agile, Sprint
strategy followed by the incremental release level demos and etc.
• Build Capabilities needed for execution (People, Process, Technology commodities and
Platforms)
o Conceptual Strategy in terms of Elements takes the IT components’ forms like IT
physical Assets.
o Commander teams transforms Capabilities and Features into physical IT Platforms
(Application and Data) and Technology commodities needed for the business strategy to
take a ride.
o These Platforms/Commodities are validated at early stage for the compatibility of the
Global Strategy execution.
o Commander teams’ always open to include any “change in course” and reconfigure
themselves with updated execution at element level and then trace back to the Global
Strategy/Business initiative. Here, exactly what Plan-o-grams really help.
• Deliver against priorities and milestones
o Each individual in the commander teams works for his Microstones (deliverable unit of
collection of tasks)
o Delivery teams deliver the Milestones with expected deliverables.
o Track the milestones
o Map the milestones with global/local plans/plan-o-grams.
o Update the PMO Dashboards with right set of information dynamically.
o Communicate the right information about how global strategy is implemented at
Element level.
• Engage stakeholders needed to Deliver results
o Any alternate plans to kick off as per plan-o-gram, engage with all right stakeholders so
that the results delivered are always in sync with expected outcomes.
o Engage through the demos at element level and reconfiguring ourselves at Local
Strategy validations.
o Any feedback from stakeholders which involves Global strategy deviation, manage
through a “Change Management”.
• Revisit frequently to map and match results to overall metrics
o Revisit Elements level programs frequently, Map and match the metrics defined
o Any deviation in the metrics, or strategy implementation overshoots thoroughly wetted
with PMO/Strategy committees and accordingly takes a decision on the Element GO or
NO GO.
o Reconfiguring the team level goals help to achieve the right results at these stages.
7. • Adjust the Plateau level plans as per Plan-o-gram/s wherever necessary to make sure each
project/program is aligned with overall corporate level plans.
o Revisit exercise (Steering and Exec committee strategy reviews) from above always
keeps the Project/Program aligned with Portoflio strategy scope.
• Actionable Outcome is a Viewable strategy in terms of physical Platforms and Systems.
o Finally Viewable Strategy outcomes in terms of Systems, Platforms and IT assets.
4. Monitor & Measure -
• Monitor & Measure the incremental outcomes and surroundings and make information
available through Demos and Dashboards
o Each Element on the Plateau will be monitored for the progress.
o Monitoring (Manual/Automated) involved at each Element on,
Project/Release level
Sprint/Iteration level
Team Level
Process level
Tools & Technology
o Capture the successes and anomalies against the goals/metrics
o Apply quantitatively as well as qualitatively
o Translate the Progress into Measurable views
o Translate these views into Demos and Dashboards
• Project level measure - maps to local metrics and sellable milestone
o Map the each Element level metric to a Sellable milestone
o Calculate the Element progress at Global Strategy Execution level.
• Program level measure - maps to local/global metrics and sellable project milestones and create
a cycle of accountability
o Measure the element progress in a program and align to Global strategy execution
o Map each element level metric to the sellable program milestone
o Based on the success or failure anomaly, create a “cycle of Accountability” within
Project/Program. Most of the organizations has skipped this step while traceability to
the Global Strategy execution (as per HBR, it is >60%).
o This Cycle of Accountability is at various stakeholders standpoint starting from Business
users to IT implementation teams.
• Portfolio level measure - maps to local/global metrics and sellable program milestones and
create cycles of accountability
o Measure the Program/Project level progresses in terms of defined metrics at Portfolio
level. Always need traceability to the Element level within the Portoflio.
o Map element level metrics to Portoflio level and then to Projection metrics at
Corporate level (business initiatives)
8. o Create Cycle of Accountability at Portfolio wide.
• Corporate/Enterprise level measure - maps to global metrics to business/corporate initiatives
o Global Strategy Execution Progress for right targeted users via
Project/Program Dashboards – Project/Program teams
Portfolio level Dashboards – Portfolio heads/Business heads
CIO Dashboards – CIO/IT level, Exec board
CEA/CTO Dashboards – Technology Office, Architecture Office
Innovation Dashboard – Innovative ways to address Global Strategy complexity
– Innovation team, CIO/CEA/CTO teams.
5. Learn & Adapt -
• Take the lessons learnt from each Strategy Element execution level and build a backlog of
organizational experiences/expertise.
o Get the lessons learnt right from the lowest (Sprint level) to Highest (Portoflio) from the
Global Strategy execution cycle
o Encourage Commander teams capture their Retrospectives views into a backlog
o Build a backlog of demoable/visible experiences/expertise which is
measurable/actionable at Project/Program and Portoflio level.
o More often these becomes part of Corporate Accelerator Framework
Solution Accelerators (Business/Architecture/Design & Code)
Project/Program accelerators
Platform accelerators
Process Accelerators
Innovation accelerators
o Overall this knowledge base and framework to use helps Corporate/Enterprise to have
Global Strategy Accelerators for future complex and business transformation strategies
like Corporate Digital strategy.
• Above backlog would help as a Strategy Accelerator for more complex strategies both internal
and external.
o Internal and External Strategy accelerators (Verified and Validated)
o Corporate level Strategic assets – Strategy accelerators
• Collection of Strategy accelerators and self-evaluation sessions
o Continuously communicate these successful implementation strategies into White
papers, allow individuals to have self-evaluation sessions and build each phase level
artifacts.
o Build Repeatable processes & frameworks for the above and build a rewarding system in
terms of Take-Aways from each Strategic Element execution.
9. • Learn and Adapt actions based on experiences
o Adapt above plans/plan-o-grams for continuous betterment and Experiment the same.
o Minimize the early failures going forward based on the Knowledge base built as a
continuous improvement strategic execution cycle.
• More open to changing priorities, Market shifts and Customer level emerging needs.
• Repeat the strategy execution cycle and open to correct and adjust Plan-o-grams and Plans.
• Engage extended stakeholders to understand and adapt "Changes".
• Weigh in Trade-offs, Re-configure at every level and own the cycle of Change from lowest to
highest.
• Constant communication is the best glue or a success factor for Strategy execution cycle at
Corporate wide.
Final Comments:
1. Global Strategy Execution is not an Ad-hoc plan but a real Game plan with more focus on many
implicit steps involved in reality.
2. Global Strategy Execution is a continuous heavy Thought Partnering activity with cycle of
execution, discipline, focus and sense of accountability.
3. “Implicit steps” in the Strategy Execution are a real key towards the Execution strategy and
success at Corporate wide.
4. Global Strategy execution is not one time activity but a continuous cycle of execution which
enhances lot of accelerators needed for the Corporate/Organization success.
5. Global Strategy is an Enterprise-wide Science and through which Technology commodities are
invented and build special purpose vehicles for the Enterprise success, Business growth and
Transformation for next future generations.
6. EA Program, Technology Office Program, Innovation and Digital Programs are emerged as
common extended strategic ways from maturity standpoint in order to make Complex Global
Strategy execution a “Simple & Reality across the next-gen Corporate/Enterprise”.