Seventy percent of all strategies are ineffective because only the tangible linkage of strategy with the company itself, its operationalisation, unleashes its power. Being precisely and deliberately adapted to the requirements of the business architecture and the people within the firm is essential. You know how best to set your strategy and you know your business. You know its particular expertise and market requirements but what does a change in strategy mean for whom and how? Which procedures need to change? How does the organisation need to be adjusted? What additional data is needed?
The operationalisation of strategy is critical, especially for companies, which exceed critical limits through growth, realignment or M&A transactions. Without a strategy and goals, your business will not be successful. Success will be a reality only through effective execution.
I know how to connect the goals of a company with its IT, the rules and regulations, the procedures and its organisation in order to sharpen the unique strengths of a company and thus, its’ competitive advantage. I can support you in implementing your business goals.
Each business decision is an IT decision. New markets, increasing customer demands, innovative products, more segmented marketing objectives – everything has to be reflected in the company’s IT.
Conversely, technological innovations often mean new business opportunities. The continuous evaluation of the “megatrend” technology, the “digitisation” of a company, is a part of the business strategy. What to do to keep up? Which hypes are irrelevant? Is Big Data important, considering my customer base? What does cloud computing mean concerning data security and privacy? Is mobility really important for my customers or employees? How important is the individualisation and transparency created by social media?
And of course, the technological infrastructure and other architecture elements are mutually connected. IT, for example, supports the implementation of regulation and compliance – and in the same IT is a target of regulation and compliance itself.
IT drives innovation and progress, it combines theory and reality, business and knowledge. It is know-how, cast in software code. Always faster and more comprehensive data and calculations are neither intelligence nor creativity by itself – but information is the new capital. Hence IT and its entrepreneurial potential is one of my focus areas. I can support you to make the best use of IT to meet your business goals. Not as an end in itself, but as a success factor.
Conventions may be broken – not rules. Ensuring governance, risk management and compliance is mandatory. But if their implementation is smartly designed, rules may even promote business success, beyond the obligation. Due to the pressure to change organisational structures that have not been optimal for a while. By dealing with the quality of processes. Ideally, rules can even generate a competitive advantage – if they are more effective than the competitors’ or if they are perceived as a superior quality label by customers.
To implement the various regulatory requirements, particularly in the financial services industry, as effectively as possible, with additional benefit, is another priority topic.
Not all procedures are processes. In each company are standardised, structured, repetitive processes that can be improved through the well-known process optimisation methods.
But there are also other types of procedures, such as projects. These follow different rules: from classic project management to more innovative, agile, methods. Project driven areas of companies need different systems and forms of organisation than process driven.
And there are white spots on the map that represent neither processes nor projects. The creative and innovation driven development of customised, complex solutions and the procedures of ” knowledge workers” are still largely terra incognita.
These different types of procedures and their interactions with the other components of the business architecture are another theme of my work.
An organisation chart is a reflection of the culture of a company. It outlines the requested decision-making and communication paths. Thus, it is the basis for the intended kind of collaboration.
The organisation’s goal is to find the right balance between the desired reductions of complexity by giving it a structure while maintaining sufficient complexity to be able to react quickly to changes. Both over-complexity as well as over-simplification are ineffective. Of course, this balance changes over time, e.g. as a reaction to market or regulatory requirements. Therefore it is an illusion to believe that the ideal and ever-lasting organisation chart can exist.
A company’s strategy defines the organisation. At the same time, it is the people of the organisation that make up the company – and develop the strategy with their particular ideas, values and goals.
In ever faster changing environments and situations of reduced predictability, agile organisations are superior as they are customer oriented, have flat hierarchies, are decentralized but are very well interconnected. At the same time, organisations reaching a critical size also require structure, rules, processes and new levels of abstraction to help navigate between activism and clumsiness.
The development of a well-balanced organisation, tailored to external markets and internal competencies, especially in times of change, is also a topic of my consulting activities.