No matter how clean and accessible your business documentation is, it is dead weight if it’s out of date. And this is the sad reality in many organisations today. Your business is growing, optimising, and doing things differently every day. Document maintenance becomes a nightmare. Continue reading
“We had some great documentation but it is now out of date from all the changes we made in the past years”
How many times do we put the effort into constructing something only for the projects we run to invalidate it. This is especially the case with operational documentation. Organisations get it in place for a whole host of reasons but so many just ignore updating it when they run a project which becomes a false economy as the update job will happen at some time. Once they are established in a job, the organisation forgets that useful asset and ignores it when they make changes to the way they work.
Those of you familiar with this blog know that a recurring theme in our posts is planning ahead and being proactive. We like to think that strategy is a living process in organisations and not a one off and random act. Well sadly in many, and especially in big organisations, planning ahead strategically can be sadly lacking. Continue reading
So you are embarking on an operational documentation review. The reasons can vary: an upcoming audit, a standardization mandate from above, or more efficient knowledge transfer. No matter what the case, the task doesn’t exactly scream “sexy” but it needs to be done and it needs to bring solid results. Continue reading
It might not seem straightforward, but the benefits of having an up to date and accurate business process documentation are much more imperative than you may think. The need for a proper operational package can be driven by different organizational triggers and objectives. Some common scenarios include:
Regulatory compliance: Highly regulated industries (e.g. financial services) more than others require strict compliance in terms of documenting your business processes. This task then becomes mandatory and cannot be ignored – it’s not a “nice to have” process.
We have said a number of times on this blog that a strategy is useless unless it is accepted by the organisation and properly executed. You can make any decisions you like in an ivory tower but unless the troops on the ground are aligned – resistence will ensure failure to execute. It is also true to say that strategy is only effective if it evolves on a continuous basis, one of the reasons we built Strategy4IT was to make the documentation of the current state possible – to record not just one moment in time but to rather start a continuous cycle of strategy review and adaption. So, how do you make your organisation ready for change and adapt the necessary culture? Continue reading
IT Governance is no piece of cake. While there is no such thing as one-size governance, “over-governance” and “under-governance” are pretty easy to spot. The terrors of the former include redundant committees, attendees who show up because “it’s nice to know what’s going on,” and long paper trails that obstruct decision-making. The problems associated with the latter are arguably even uglier: failed audits, delayed projects, and political crises. As the CIO, you need to strike the right balance in setting up governance, and then walk the tightrope ever on…. To continue reading this article, please visit our sister blog from cibsys directly via this link: ‘Setting up the right IT Governance’
With the pending end to the year and a new financial year starting for many of our clients I pose this question to you: why is it that the business cycle for strategy and budgets must so often be annual? We see so often in the corporate landscape that firms aligned decisions processes to artificial cycles driven by financial reporting. Good ideas have to wait until they match the budget and finance cycle and in my view (as well as possibly many others who felt trapped by this before) this just does not make sense. I have written on this topic before (“Same procedure as every year”) and I strongly believe it is time that organisations break the annual cycle deadlock.
In the early days of IT we saw the simple capture of data and automation of basic repetitive processes – frankly by around the 1990s this wave of automation was largely complete. We have seen in the subsequent years the rise of the automation of reporting and monitoring systems. It is now time for the automation of decision making. All around from the rise of Big Data to the social network, semi-automated decision making processes are now enabling sound decision making, e.g. where to invest money, who to connect with on Linkedin to where to have lunch.