If you are still existing on goals and visions without measurement or direct accountability you aren't alone but nor do you have effective strategy. Strategy these days is one of the least well executed corporate disciplines and it's no surprise. In this modern time of 'plan on a page' coupled with news, entertainment and information in quick bite sized segments its not hard to understand why in-depth introspective strategy and planning is shied away from. Strategic planning requires deep thought, humility, understanding of the competitive landscape and vision. Its not a quick bite sized process or engagement and requires adaptation over time to ensure you are aiming for the right target. Done right, good strategy will galvanise and empower your organisation and its component parts and take you to lofty new heights. I have had a great deal of exposure to strategy is all conceivable forms, the good, the bad and yes - the ugly. Let me help work with your organisation to ensure you have a blueprint for success, that is in turn bought-into by your stakeholders and that your organisational culture is ready to embrace and thrive under the challenge your new strategy sets.
In latter years my position as CIO of large multi-national firms have seen me focused on both securing and transforming businesses. The rise of the importance of knowing and managing your cyber posture has become paramount and a key focus for high performing boards everywhere. Transformation however is not new and is actually remarkably simple at its core as it revolves around the mainstays of the key drivers of a successful business.
1. Strategy. Do you have a plan for success and does this process include a feedback loop for continual improvement. 2. Demand. Are you asking your market what they want often enough and how quickly does this inform your product catalgue. 3. Marketing. Do you know your market, how they like to hear from you, how they like to buy and how elastic your pricing is? 4. Sales. How do you convert interest to commitment, is it measured and improved upon systematically. 5. Value Delivery. Where do your customers or clients actually derive value and how do you support this operationally. 6. Finance. How effective are your management reports, do you use lead indicators or still rely on period end reports. 7. Security. Can you score how secure your data and systems are, and if so are you truly comfortable with the answer?
We relish helping you build a better business, our models and frameworks are time tested and we deliver results - not just recommendations.
RFP, vendor management and solution costing
Having worked for a large service integrator and being on the receiving end of hundreds of RFP's large and small, coupled with my time as a CIO I have a unique skill set. I can help you to:
Right sizing solutions, ensuring you have appropriate time, budget and internal resource allocations
Invite the right vendors and solution providers into the RFI, RFQ or RFP process
Help run an appropriate RFx model to ensure you get the right outcome including writing the evaluation criteria model
Structure sure appropriate on-going support via an SLA or OLA to ensure you realise your ROI or IRR