Getting Buy-in for Strategy

photo credit: Global X via photopin cc

photo credit: Global X via photopin cc

Whenever we kick of a strategy study in our consulting business with a client, we face a classic choice – do we involve the team from the start or work in a think tank and then syndicate the results. I was fascinated to notice that this dilemma occurs more often as mentioned in the recent BBC Article ‘The Difficult Art of a Good Brainstorm’.

There are many relevant points in the article but I think a fundamental point has been omitted that applies to many organisations, especially larger ones. It is of little relevance how good the idea is as long as the organisation does not buy into it. Therefore consulting the wider team in early stages can be critical to paving the way to future radical change. In order to achieve a mental alignment, it is important to to assess early on whether the strategy is likely to just be an ‘evolution’ from where you are today or more a ‘revolution’. Continue reading

The Importance of IT Upgrade and Replacement Cycles

photo credit: r000pert via photopin cc

photo credit: r000pert via photopin cc

The BBC draws attention in it’s article Why IT failures at big companies are unlikely to go away to one of the largest challenges in developing and defining an end to end strategy – the aging of software – for organisations, especially larger, older and more complex ones. However, not only is this a challenge for larger organisations but also for SMEs. It is all to easy for reasons of economy to avoid upgrades, bypass patches and to generally keep the status quo. The article states that maybe as much as 20% of any software in organisations, and not just big banks, is out of date.  Any house or car owner knows the perils of failing to update things before they reach the end of their life – would you drive a car with worn of tyres or eat something that has already past the best before date? But somehow we are happy to run software that is years past its replacement date.

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