Risk and Issue Management

Realizing the Value Promise of Analytics

Strategic Change Business Capability Development, Business Case, Business Intelligence, Program Leadership, Risk and Issue Management, Sponsorship, Stakeholder Management

As markets and companies have emerged from the recent downturn, executives have looked to the future with concern. The slow and inconsistent recovery, combined with the disruptive effects of globalization, technological change, and regulation, has made it clear that what happened was not just another cyclical swing. It was reflective of a deeper economic and industrial reorganization.

Leaders seeking to respond to these shifts are increasingly looking to information and analytics. More information and more meaningful analytics are available to them than ever before. It is clear that decision-oriented capabilities have great power to not only enable companies to survive the new normal but to thrive in the opportunities created by it. However, these efforts have failed at an astounding rate. Generating sustained differentiating and value will require better approaches to delivering enterprise change.

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Getting Serious about Program Success

Strategic Change Business Case, Delivery Methodology, Engagement, Planning, Program Leadership, Project Management, Risk and Issue Management, Sponsorship, Stakeholder Management

Every executive who has lived through even a moderately complex business capability implementation program is familiar with the challenges to successful delivery. Many, if not most, of them have scars to show for it. However, despite overwhelming evidence and past defeats, organizations and executives regularly move their programs toward failure. The is no secret formula for success, nor is there a “silver bullet” that if only applied would solve all key program challenges. However, although resolution of fundamental issues may be very difficult, the initial steps are straight forward. They don’t require proprietary methodologies or tools, and they amount to identifying key risks, creating mitigation plans and following through on the execution. Nothing will eliminate risks. The key for executives who are serious about success is to develop excellence in the fundamentals of program leadership, including honestly and meaningfully addressing the obstacles before them.

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