The first blog in this series identified the phenomenon of Anti-Strategy as well-intentioned decisions made by senior leaders that are functionally focused because of a lack of a clear business strategy. With digital and information technology (IT) getting firmly established as a strategic corporate asset for middle market companies, we turn our attention to Continue reading INOCULATING INFORMATION TECHNOLOGY AGAINST ANTI-STRATEGY – PART IX
- Starting too early
- A lack of specificity
- A lack of honesty
- Resistance to change
- Lack of Rigor
- Consultants are too expensive; especially the top tier consulting firms and they don’t get real, measureable value
- Every professional who is unemployed or underemployed is a consultant until their next job and they don’t have the appropriate bandwidth; but they are cheap
- Finding a consultant or consulting firm who is a cultural fit with the organization
- Finding a consulting firm who has all the functional resources required for an entire project.
- When to admit that we really can’t solve the problem ourselves
An earlier blog talked about the building blocks for aligning and integrating IT with the business. As IT becomes increasingly intertwined with the core operations of the company it’s time to take a fresh look at traditional middle market approaches to IT related Business Continuity (BC) and Disaster Recovery (DR). Continue reading Business going increasingly Digital? – Rethinking Business Continuity and Disaster Recovery
Cost Takeout has been heard at one time or another in every C-Suite and boardroom. The primary objective of every leadership team is to take out cost. We live in a world where everything can be done at lower cost. With that in mind, how does a leadership team develop a cost takeout strategy? The first thing is to make sure everyone is clear on what a cost takeout strategy really is. Let’s start with what it isn’t.
It is not: Continue reading Cost Takeout as a Strategy
Historically, IT Infrastructure has been viewed as a “cost center” and IT Operations “a necessary evil” because significant human and financial capital expenditures have been required to maintain a functional system. Over the last few years, middle market companies are beginning to realize that IT infrastructure can be used as a competitive advantage. It needs to be Continue reading Should IT Infrastructure be in your Top 3 business priority?
McKinsey predicted in its 2016 IT-as-a-Service Cloud and Enterprise Cloud survey that enterprises are rapidly adopting Infrastructure as a Service (IaaS) cloud for their primary workloads. It predicted that the adoption of multi-cloud strategies will jump from Continue reading Approaching the Multi-Cloud Management Paradigm
I read a blog posting from our strategic execution partner Cascade about the reasons strategic execution fails. To summarize, they are:
More importantly, Continue reading 5 Reasons Why Strategic Execution Fails
On Friday 6/25, we awoke to the screaming headlines about the citizens of the UK voting to leave the EU. Brexit was a reality. All the experts and the polls were wrong! Leading up to this there was tremendous volatility in financial markets and uncertainty about the impact of Brexit on global financial markets and business. Business executives that we have been working with have displayed the “deer in the headlights” look: strategically frozen in place while waiting to see what happens. Now what? Continue reading Brexit and The Impact on Business Strategy
Executives are faced with a conundrum when they are trying to decide on when and how to hire a consultant. There are typically 5 issues that nag an executive during this decision making process. Those issues typically go along these lines:
SoftNAS, an innovative Texas-based startup , prides itself as being the number one provider of network attached cloud storage. As at most startups, resources (be they people or financial) are never more precious than in the first few years of a company’s existence. SoftNAS therefore identified that without a high degree of focus, their ambitious growth plans were unlikely to be realised.
“We knew that keeping everyone on the same page as we grew the company was critical. Cascade was the perfect solution for this, and the flexible monthly pricing made it an easy choice.”
Diverse operations covering on-the-field activities, gaming, a bistro and a retail store, meant that the Rooster’s strategic plan was made up of a complex mix of metrics and objectives.
The Sports Club needed a platform to consolidate their detailed paper-based plan into something that the entire organisation could understand and engage with. They also needed a mechanism to measure organisational alignment against that plan.