THE NEXT STEP FOR STRATEGY ARCHITECTS

Move from strategic planning to strategic alertness and agility

Why is it relevant now?

The enterprise world is in a constant state of strategy design, transformation, innovation and execution. Strategy architects are people who are concerned with the design and execution of strategy in organizations. In other words, Executive Leadership, Strategy Departments and Strategy or Program Execution Offices are all types of strategy architects.

Strategy architects face a common set of challenges as the demand increases to ensure that the organization remains relevant. Common problems that strategy architects are challenged with might include: How do we increase the strategic alertness of the organization? How do we get the organization to align around a common purpose? How do we breakdown persistent silos? How do we identify the right programs and initiatives that are necessary to drive success? How do we prioritize and sequence all of this work and align it with other things we have to do across business functions? How do we ensure the solutions we deliver meet our original strategic intent and definition of success?

scientrix-website-home-icon-4

Ecosystem thinking

scientrix-website-home-icon-3

Strategic Agility

scientrix-website-individuals-teams-icon-2

Accelerated Innovation

scientrix-website-home-icon-2

Effective Collaboration

scientrix-website-home-icon-5

Impactful Execution

SCIENTRIX IS THE LEADING AGILE STRATEGY AND EXECUTION PLATFORM

THE BIGGEST FOCUS AREAS IN YOUR WORLD

1. TO MAKE STRATEGY A PRACTICE

Your issue:
According to a survey done by Marakon Associates, CEOs and most executives are skeptical about the yearly strategy process. It takes too much time, it is at too high conceptual level, it is disconnected from the way business is run, it loses relevance fast and it does not address the complexity of the business.

Our solution:
Align the external and internal environment using a digital matrix and turn strategy into a collaborative effort between executives by giving clear ownership for the moving parts. The executives are responsible to continuously enrich the parts from insights gathered internally and externally. This contributes to an increase in the strategic alertness of the organization.

2. MOVE FROM ‘PROJECT COLLECTION’ TO ‘PROGRAM DESIGN’

Your issue:
The single biggest reason for failure in strategy execution today lies in the absence or poor design of programs. The strategy execution offices spends enormous efforts collecting initiatives, clustering them in programs, only to arrive at the conclusion that the initiatives lack the rigor to deliver on the strategy.

Our solution:
Programs serve as the conceptual bridge between strategy and project execution. These programs should be designed to deliver on outcomes, be seen as a complex problem statement and the solution should be co-created across divisions. The Scientrix digital matrix makes it easier to align efforts across divisions, to program outcomes and ultimately to strategic impact.

3. BRING STRATEGY AND EXECUTION CLOSER TOGETHER

Your issue:
Agility is about getting faster real life feedback on strategies. Separating strategy design from execution management (i.e. initiatives, risks and results) is problematic because it disconnects a critical feedback loop between strategy, efforts and impact.

Our solution:
Create closer and faster feedback loops within parts of the solution and create a performance overview of all the moving parts. This will show where efforts are invested and close the visible feedback loop between direction, action and impact. Improve the speed of strategy communication and time lapse between strategy formulation and program design.

4. INCREASE SPEED OF DECISION MAKING

Your issue:
Not all strategic initiatives or programs have equal value creating potential and budgets are limited. Prioritization is not easy without a holistic overview in a constant changing and dynamic environment.

Our solution:
Asses programs for impact on strategy, efforts required and risk involved and manage the distribution of efforts through point allocation. Introduce a lifecycle management approach of initiatives by tracking initiatives through stages. This will lead to more agile prioritization.

5. IMPLEMENT BI-MODAL GOVERNANCE, STRUCTURES AND OPERATING MODELS

Your issue:
With many teams struggling to respond to the growing demands from the business, bi-modal governance is catching on as a way to balance day-to-day business and delivering of strategic change requirements. However, implementing bimodal governance and models is not easy.

Our solution:
The Scientrix software allows the management of complexity resulting from a bi-modal organization and supports individuals and teams to plan and execute initiatives across multiple structures. Furthermore, the project and task boards enables individuals to seamlessly switch from traditional to agile project management.