Business stakeholders want projects to deliver fast. They often come to the project team with a clear view of the solution, expecting a quick start and not leaving much room or time for challenging and proposing alternatives. However, this mindset carries an important risk: building the solution does not guarantee business value.
Continue readingAt the latest Building Business Capability Conference, I had the chance to talk to Lori Silverman. Lori is passionate about business storytelling, and how it helps foster strategic thinking and getting from data to insights.
Many executives admit they struggle with turning their strategy into a business reality. What can business analysis do about it?
Business stakeholders want projects to deliver fast. They often come to the project team with a clear view of the solution, expecting a quick start and not leaving much room or time for challenging and proposing alternatives. However, this mind set carries with it an important risk: blindly building the proposed solution does not guarantee business value.
Roger L. Martin‘s recent HBR article on adaptive (= reactive) strategy vs proactive strategy got me thinking.
In his article, he disagrees with the VUCA driven school of thought that claims that, due to the increased volatility, uncertainty, complexity, and ambiguity in today’s world (hence VUCA), strategy is now fast reaction thinking. People that regard strategy as planning are likely to take this approach. However, as Roger also explains in his book, strategy is not about planning. It’s about making difficult choices and organising your company around these choices.
