As a follow on to the Presentation:

"Why, What, and How you can improve Strategy Delivery using fit-for-purpose integrated governance?"

David Dunning and David Booth recorded a 1:1 discussion which delved into the Challenges of Strategy delivery part in more detail.

Article prepared by:

David Booth, FStratPS – author, Strategy Journeys - a guide to effective strategic planning

David Dunning – lead author, Business Integrated Governance

In summary - David and David, who are both experts in strategy and governance discuss their perspectives and experiences on how organisations can improve their strategy development and delivery.

• The challenge of aligning business as usual and change projects: They identify a common problem in many organisations, which is the separation or disconnection between the business as usual operations and the change projects that are supposed to implement the strategy. They argue that both aspects need to be integrated and balanced, and that the strategy should encompass both.
• The need for a dynamic and adaptable approach to strategy: They also emphasise the importance of having a dynamic and adaptable approach to strategy, which can respond to changes in the external environment and new opportunities. They suggest that organisations need to have the capabilities, the information systems, the leadership and the culture to support this kind of flexibility and agility.
• The role of sponsors, PMOs and value measurement in strategy delivery: They also touch on some specific aspects of strategy delivery, such as the role of sponsors, who are responsible for keeping the vision and the value of the projects, the role of project management offices (PMOs), who can help to integrate and prioritise the workloads across the organisation, and the role of value measurement, which can help to make informed decisions and course corrections.
• The first step to improve strategy development and delivery: They agree that the first step to improve strategy development and delivery is to have an open and honest conversation among the key stakeholders, to assess the current state of the organisation, to identify the gaps and the opportunities, and to have the willingness to make a difference. They also suggest that having an independent and objective facilitator can help to ask the right questions and to challenge the status quo.