BIG Seasons Greetings

Summary – 2025 in Perspective

In 2025, the BIG CIC has been defined by:

• A strong focus on integrated governance as a response to strategy delivery failure. LinkedIn
• The planning, promotion and delivery of the BIG Conference 2025, with multiple sessions on strategy, portfolio management and governance. big-cic.org.uk
• Ongoing content creation that blends theory and practice. big-cic.org.uk
• Community-oriented learning initiatives like the BIG Book Club. big-cic.org.uk
• Professional outreach via LinkedIn aimed at visibility and growth. LinkedIn

Overall, 2025 has been a year of consolidation, community building, and practical engagement for BIG CIC – shifting from groundwork to outward engagement with a wider audience of practitioners and leaders.

1. Focus on Strategy, Governance and Delivery Integration

The core focus of BIG CIC in 2025 has been on the persistent organisational problem of connecting strategy with execution. Across blogs and social posts, the organisation has consistently emphasised that strategy delivery fails not because leaders don’t care but because existing systems lack coherent governance structures to integrate purpose, planning and operation. As the CIC describes it, this gap is widespread and costly, and integrated governance offers a practical way to close it. LinkedIn+1

Blog topics throughout the year include:

• Analysing why strategy delivery fails. LinkedIn
• Exploring rigour versus agility in strategy delivery. big-cic.org.uk
• Reflecting on governance roles and the challenges of “don’t ask, don’t tell” cultures in risk and oversight. LinkedIn
• Integrating strategy delivery research with real organisational challenges. LinkedIn

These posts show a continuous position-setting effort to define the problem space and present Business Integrated Governance (BIG) as a structured response. LinkedIn

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2. Delivery of the BIG Conference 2025 and Conference Series

A major theme of 2025 has been the organisation, promotion, and delivery of the inaugural BIG Conference 2025. This has been the flagship initiative of the year, with multiple online sessions designed to introduce, explain and operationalise BIG concepts. big-cic.org.uk

Key aspects of this work include:

• Conference launch messaging and promotion via LinkedIn urging professionals – leaders, strategists, governance experts, P3 professionals and architects – to follow the CIC and support the use of LinkedIn Live for the event. LinkedIn
• The conference itself beginning on 5 November 2025 with an online welcome and introduction to BIG – explaining what it is, why it matters, its components and principles of integrated governance. big-cic.org.uk
• A series of related sessions through November and December addressing practical examples, case scenarios (“FrankenOrg”), readiness assessment tools, portfolio management, and governance perspectives. big-cic.org.uk+1
• LinkedIn updates covering sessions on strategy, governance oversight and portfolio management as components of the broader integrated governance challenge and solution. LinkedIn
• Regular LinkedIn posts summarising sessions (such as “Mind the Gap: Strategy, Execution and Portfolio Management”). LinkedIn

The conference series has clearly been a strategic vehicle to convert the BIG CIC’s thinking into interactive learning and community building. big-cic.org.uk

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3. Community Engagement and Education Initiatives

Alongside event delivery, BIG CIC has built community learning opportunities:

• The BOK (Body of Knowledge) Book Club continued into 2025 with sessions discussing core chapters. big-cic.org.uk
• Blog posts summarised reading sessions that deepened understanding of the framework and encouraged active participation. big-cic.org.uk
• LinkedIn content also amplified educational material like “Why Integrated Governance Matters: A Telecom Transformation Story” showing how theory links to practice. LinkedIn

These efforts demonstrate an ongoing push to get the community engaged with both theory and real-world application. big-cic.org.uk

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4. Content Production and Thought Leadership

Between events and conference promotion, the BIG CIC has published several important blogs in 2025:

• Integrating Strategy Delivery – detailed analysis of why strategy delivery is difficult and how BIG addresses systemic issues. big-cic.org.uk
• Inspiring GRC Professionals into Strategy Delivery Roles – insights on involving governance, risk and compliance experts in strategic execution. big-cic.org.uk
• Strategy Rigour vs Agility – an exploration of organisational needs in balancing structure and adaptability. big-cic.org.uk
• BIG, OCRUM & the Mission-Critical Oversight Gap – a session report on risk and oversight improvements. big-cic.org.uk
• Mind the Gap: Strategy, Execution and Portfolio Management – examination of how portfolio management supports strategic execution. big-cic.org.uk

These posts show sustained content creation aimed at practitioners grappling with governance and delivery challenges. big-cic.org.uk

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5. Outreach and Membership Development

Throughout the year, the CIC used LinkedIn to:

• Ask the professional community to follow, share and support the CIC’s mission and events. LinkedIn
• Announce the completion of several conference sessions and preview upcoming ones. LinkedIn
• Share educational material that drives traffic back to the blog and the body of knowledge. LinkedIn

This outreach supports the CIC’s broader goals of increasing membership, broadening awareness, and positioning BIG as a recognised framework in the governance and strategy community. big-cic.org.uk

Lastly, the CIC has added additional levels of Membership to its basic membership. These levels provide access to richer BIG Content including the Full BoK, Conference Materials, Readiness Material, and examples of Accountability notes.

Conclusions

Business Integrated Governance sets out a coherent model for how organisations can translate opportunities, threats, imperatives and goals into a clear business Purpose. From that Purpose, vision and strategy can be shaped, objectives derived, and authority deliberately delegated into new or existing points of accountability. This is not a one-off design exercise. It is an ongoing discipline that depends on sustained leadership, effective business support, and the consistent use of information and data.

The BIG CIC has established a knowledge base and a growing set of supporting materials that articulate the core concepts, principles, components and roadmap of integrated governance. Importantly, these materials include content tailored to different professional interest groups, making the model more accessible and easier to apply in practice.

Events delivered with APM, focused on the lack of effective support for strategy delivery, have reinforced a shared view of the problem. Participants have been clear about the pain points they experience, and equally clear that there is significant scope for improvement.

Insights from the conference series show that many organisations already apply elements of integrated governance in practice, often in fragmented or implicit ways. With a formal Body of Knowledge now available, several contributors noted that they could have developed solutions more quickly and with greater confidence had BIG guidance been available at the time.

Early partner interest is beginning to emerge. These partners are able to explain BIG to client organisations and use it to address the connection between strategy and delivery – and the feedback loop back to strategy. The conference session on readiness demonstrated practical ways to engage stakeholders and provided tangible material to support that engagement.

The central challenge for BIG, however, is not conceptual or technical. It is perceptual. Those who recognise the opportunity must still raise awareness of the need at senior levels.

• Do organisations want to hear that there is a persistent disconnect between strategy and delivery?
• Do senior leaders believe the problem is solvable, rather than structural or inevitable?
• Are there sponsors willing to take ownership of the challenge?
• And can the BIG CIC effectively support commercial and professional partners to leverage BIG in ways that deliver real organisational benefit?

It is clear –

• the remaining barriers are behavioural and political, not methodological.
• Senior leaders rarely reject governance models because they are weak; they reject them because they challenge comfortable narratives. Naming this directly positions BIG as a change proposition, not just a framework.
• There is an opportunity for partners to help their customers leverage BIG to improve the connection of strategy to delivery
• BIG is a mature initiative moving from definition to adoption. The remaining work is about leadership, sponsorship and belief – not about refining the model itself.
• The challenge for the BIG CIC is not developing – it is supporting adoption.