{"id":1456,"date":"2024-05-15T16:38:33","date_gmt":"2024-05-15T16:38:33","guid":{"rendered":"https:\/\/big-cic.org.uk\/blog\/?p=1456"},"modified":"2025-11-28T11:39:40","modified_gmt":"2025-11-28T11:39:40","slug":"why-what-and-how-you-can-improve-strategy-delivery-using-fit-for-purpose-integrated-governance","status":"publish","type":"post","link":"https:\/\/big-cic.org.uk\/blog\/why-what-and-how-you-can-improve-strategy-delivery-using-fit-for-purpose-integrated-governance\/","title":{"rendered":"Why, What, and How you can improve Strategy Delivery using fit-for-purpose integrated governance"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row][vc_column][vc_column_text]<\/p>\n<div class=\"column mcb-column mcb-item-3wqomcinp one laptop-one tablet-one mobile-one column_column\">\n<div class=\"mcb-column-inner mfn-module-wrapper mcb-column-inner-3wqomcinp mcb-item-column-inner\">\n<div class=\"column_attr mfn-inline-editor clearfix\">\n<h5><strong>The BIG CIC has recently supported the <\/strong><span style=\"text-decoration: underline;\"><a href=\"https:\/\/go-big.net\/\" target=\"_blank\" rel=\"noopener\"><strong>GO BIG network<\/strong><\/a><\/span>\u00a0<strong>to deliver an extremely powerful event in conjunction with<\/strong><strong>,\u00a0<\/strong><strong><span style=\"text-decoration: underline;\"><a href=\"https:\/\/deepteam.co.uk\/\" target=\"_blank\" rel=\"noopener\">Deepteam<\/a><\/span>, and\u00a0<span style=\"text-decoration: underline;\"><a href=\"https:\/\/go-big.net\/portfolio-item\/pmlogix\/\">PMLogix<\/a>.<\/span><\/strong><\/h5>\n<p><strong data-font-size=\"20px\">Covering\u2026<\/strong><\/p>\n<ul>\n<li><strong data-font-size=\"20px\">The Challenges of Strategy Delivery<\/strong><\/li>\n<li><strong data-font-size=\"20px\">The role of Business Integrated Governance (BIG) in Strategy Delivery<\/strong><\/li>\n<li><strong data-font-size=\"20px\">A Vision for the Capability Needed for Effective Strategy Delivery<\/strong><\/li>\n<li><strong data-font-size=\"20px\">The Beneficiaries of Leveraging BIG<\/strong><\/li>\n<li><strong data-font-size=\"20px\">Where to start &#8211; BIG Building Blocks<\/strong><\/li>\n<li><strong data-font-size=\"20px\">A Change Lifecycle<\/strong><\/li>\n<li><strong data-font-size=\"20px\">Call to action<\/strong><\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"column mcb-column mcb-item-rpm36jwbo one laptop-one tablet-one mobile-one column_column\">\n<div class=\"mcb-column-inner mfn-module-wrapper mcb-column-inner-rpm36jwbo mcb-item-column-inner\">\n<div class=\"column_attr mfn-inline-editor clearfix\">\n<h4>Presenters and Panel<\/h4>\n<p><span data-font-size=\"20px\">The session was primarily presented by\u00a0<\/span><span style=\"text-decoration: underline;\"><a href=\"https:\/\/www.linkedin.com\/in\/davidjdunning\" data-font-size=\"20px\">David Dunning<\/a><\/span><span data-font-size=\"20px\">\u00a0&#8211; lead author on Business Integrated Governance, and\u00a0<\/span><a href=\"https:\/\/www.linkedin.com\/in\/andreymalakhov\" data-font-size=\"20px\"><span style=\"text-decoration: underline;\">Andrey Malakhov<\/span><\/a><span data-font-size=\"20px\">\u00a0&#8211; key contributor and co founder of the BIG CIC. There were also discussion sections hosted throughout, with thought leading contributions from professionals from a number of domains.<\/span><\/p>\n<ul>\n<li><span data-font-size=\"20px\">Strategy &#8211;\u00a0<\/span><span style=\"text-decoration: underline;\"><a href=\"https:\/\/www.linkedin.com\/in\/david-booth-41025a\/\" data-font-size=\"20px\">David Booth<\/a><\/span><span data-font-size=\"20px\">\u00a0\u2013 who wrote Strategy Journeys<\/span><\/li>\n<li><span data-font-size=\"20px\">Governance \u2013\u00a0<\/span><span style=\"text-decoration: underline;\"><a href=\"https:\/\/www.linkedin.com\/in\/lindie-grebe-605669110\/\" data-font-size=\"20px\">Lindie Grebe<\/a><\/span><span data-font-size=\"20px\">\u00a0\u2013 Academic, Corporate Governance and Reputation Consultant<\/span><\/li>\n<li><span data-font-size=\"20px\">Change \u2013\u00a0<\/span><span style=\"text-decoration: underline;\"><a href=\"https:\/\/www.linkedin.com\/in\/martin-samphire-4144ba1\/\" data-font-size=\"20px\">Martin Samphire<\/a><\/span><span data-font-size=\"20px\">\u00a0\u2013 Previous APM Governance SIG committee member and author<\/span><\/li>\n<li><span data-font-size=\"20px\">Project and Programme Management &#8211;\u00a0<\/span><a href=\"https:\/\/www.linkedin.com\/in\/chrisbraggsxo\/\" data-font-size=\"20px\"><span style=\"text-decoration: underline;\">Chris Bragg<\/span><\/a><span data-font-size=\"20px\">\u00a0&#8211; experienced management consultant<\/span><\/li>\n<li><span data-font-size=\"20px\">Product Management &#8211;\u00a0<\/span><a href=\"https:\/\/www.linkedin.com\/in\/pamela-schure\/\" data-font-size=\"20px\"><span style=\"text-decoration: underline;\">Pamela Schure<\/span><\/a><span data-font-size=\"20px\">&#8211; Author of Product Management for Dummies<\/span><\/li>\n<\/ul>\n<p><span data-font-size=\"20px\">The session involved presentation, discussion with a panel of subject matter experts from strategy, governance and change domains and online feedback.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"column mcb-column mcb-item-szwyqrcxa one laptop-one tablet-one mobile-one column_column\">\n<div class=\"mcb-column-inner mfn-module-wrapper mcb-column-inner-szwyqrcxa mcb-item-column-inner\">\n<div class=\"column_attr mfn-inline-editor clearfix\">\n<h4>Content<\/h4>\n<p><span data-font-size=\"20px\">The Challenges of Strategy Delivery<\/span><span data-font-size=\"20px\">\u00a0&#8211; we presented the need to drive business purpose, the evidence that strategy delivery is not particularly successful, and a summary of the pains we believe most will recognise.<\/span><\/p>\n<p><span data-font-size=\"20px\">We then invited David Booth to share his thoughts on the connection of strategy to delivery &#8211; and he covered five key areas including:<\/span><\/p>\n<ul>\n<li><span data-font-size=\"20px\">Dynamic Strategy Management<\/span><\/li>\n<li><span data-font-size=\"20px\">Leadership and Culture<\/span><\/li>\n<li><span data-font-size=\"20px\">Holistic and Tailored Approach<\/span><\/li>\n<\/ul>\n<p><span data-font-size=\"20px\">The role of Business Integrated Governance in Strategy Delivery<\/span><span data-font-size=\"20px\">\u00a0&#8211; we presented the proposition that a key enabler to strategy delivery is actually effective decision making &#8211; effective governance. Not just corporate governance, or investment governance, operational governance, product governance or change governance &#8211; but integrated governance. We explained the definition of BIG and outlined the key principles.<\/span><\/p>\n<p><span data-font-size=\"20px\">We then invited Lindie Grebe and Martin Samphire to share their perspectives &#8211; Lindie from Corporate Governance and Martin more from Change Governance perspectives.<\/span><\/p>\n<p><span data-font-size=\"20px\">In essence, the discussion highlighted the importance of aligning corporate governance with an organization\u2019s purpose and decision-making processes. The key points emphasized include:<\/span><\/p>\n<ul>\n<li><span data-font-size=\"20px\">Compliance vs. Purpose<\/span><\/li>\n<li><span data-font-size=\"20px\">Strategy Integration<\/span><\/li>\n<li><span data-font-size=\"20px\">Clear Decision-Making<\/span><\/li>\n<li><span data-font-size=\"20px\">Accountability and Measurement<\/span><\/li>\n<li><span data-font-size=\"20px\">Agility<\/span><\/li>\n<li><span data-font-size=\"20px\">Avoiding Misrepresentation<\/span><\/li>\n<\/ul>\n<p data-font-size=\"20px\"><span data-font-size=\"20px\">Lastly &#8211; Business Integrated Governance (BIG) should be a tool that helps embed good governance throughout the organization, ensuring that every action reflects the overarching purpose and is not limited to compliance or strategy layers alone.<\/span><\/p>\n<p><span data-font-size=\"20px\">A Vision for the Capability Needed for Effective Strategy Delivery<\/span><span data-font-size=\"20px\">\u00a0&#8211; we covered the key concepts underpinning BIG &#8211; including strategy information model, strategy operating model and BIG Operating model. We further described the BIG Components and Enablers &#8211; in other words what we must make and commission to operate BIG.<\/span><\/p>\n<p><span data-font-size=\"20px\">We then invited Chris Bragg and Pamela Schure to give their perspective on BIG from Project \/ Programme and Product management perspectives. Their extensive discussion revolved around the importance of understanding and aligning with the strategic goals of an organization when managing projects, products, and programs. In summary, the essence of the discussion emphasises the need for:<\/span><\/p>\n<ul>\n<li><span data-font-size=\"20px\">Strategic Alignment<\/span><\/li>\n<li><span data-font-size=\"20px\">Communication and Feedback<\/span><\/li>\n<li><span data-font-size=\"20px\">Change Management<\/span><\/li>\n<li><span data-font-size=\"20px\">Accountability and Reporting<\/span><\/li>\n<li><span data-font-size=\"20px\">Integrated Governance<\/span><\/li>\n<li><span data-font-size=\"20px\">Agility and an Agile Mindset<\/span><\/li>\n<li><span data-font-size=\"20px\">Purpose and Accountability<\/span><\/li>\n<li><span data-font-size=\"20px\">Managing projects and products to create value<\/span><\/li>\n<\/ul>\n<p><span data-font-size=\"20px\">The Beneficiaries of Leveraging BIG<\/span><span data-font-size=\"20px\">\u00a0&#8211; no one is going to make any changes to their organisation without a trigger, and for the kind of changes needed to truly connect strategy to delivery &#8211; we are talking about senior sponsors &#8211; unless a sponsor is leveraging aspects of BIG tactically (which is perfectly reasonable). The session identified some example stakeholders and provided a link to the BIG BoK Purpose and Audience. We progressed to discuss possible frameworks to enable discussions with senior stakeholders, and put forwards the BIG Principles, and a Canvass which would enable debate of Clarity, Communication, Delegation, Enablement, Control, Agility and Integration from a challenges or expectations perspective. An example of a specific situation was presented, with reference again to the BoK.<\/span><\/p>\n<p><span data-font-size=\"20px\">Where to start &#8211; BIG Building Blocks.<\/span><span data-font-size=\"20px\">\u00a0Firstly, it is clear that stakeholder engagement is key to establish appetite for change with senior beneficiaries. Using the Principles or a specific Canvass, we referenced &#8216;First Steps&#8217; introduced in the BoK, and suggested there may be several approaches to change dependent on level of sponsorship &#8211; from holistic, top-down drive to technology led, to local pain driven solutions. In any case, the BIG BoK offers a Component Model with descriptions of what needs to be built and operated, and references enabling processes and tools that need to be available.<\/span><\/p>\n<p><span data-font-size=\"20px\">A Change Lifecycle<\/span><span data-font-size=\"20px\">\u00a0&#8211; Post presentation of Building Blocks and enablers, the presentation highlighted the BIG Journey, and we explained that while the lifecycle was shown as Fist Steps, Discovery, Build, Adopt and Sustain &#8211; suggesting a sequential delivery, in reality the right approach is iterative and agile too.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"column mcb-column mcb-item-ggske70a one laptop-one tablet-one mobile-one column_column\">\n<div class=\"mcb-column-inner mfn-module-wrapper mcb-column-inner-ggske70a mcb-item-column-inner\">\n<div class=\"column_attr mfn-inline-editor clearfix\">\n<h4>Call to action<\/h4>\n<h4>Attendees were:<\/h4>\n<ul>\n<li><span data-font-size=\"20px\">pointed at<\/span><span data-font-size=\"20px\">\u00a0resources in the BIG BoK<\/span><\/li>\n<li><span data-font-size=\"20px\">encouraged to join the BIG CIC (<a href=\"https:\/\/big-cic.org.uk\/membership\/\"><strong>https:\/\/big-cic.org.uk\/membership\/<\/strong><\/a>) to gain access to the BoK and a wealth of templates, examples, articles and video.<\/span><\/li>\n<\/ul>\n<p><span data-font-size=\"20px\">We signposted the initial exams and developing accreditation process. (<strong><a href=\"https:\/\/big-cic.org.uk\/\">https:\/\/big-cic.org.uk\/<\/a><\/strong>).<\/span><\/p>\n<p><span data-font-size=\"20px\">The audience was further encouraged to connect with the <a href=\"https:\/\/go-big.net\/\" target=\"_blank\" rel=\"noopener\"><span style=\"text-decoration: underline;\"><strong>GO BIG network<\/strong><\/span><\/a> to <strong>access future events, get support running First Steps discussions, readiness review and further access to expertise and resources.<\/strong>\u00a0There was also encouragement for partners who can deliver all \/ part of a BIG Capability to connect with the Go BIG Network.<\/span><\/p>\n<p><span data-font-size=\"20px\">In addition to this article which summarises key points,\u00a0<a href=\"https:\/\/big-cic.org.uk\/wp-content\/uploads\/2024\/05\/BIG-Core-Presentation-WIth-Dicussion.mp4\" target=\"_blank\" rel=\"noopener\"><span style=\"text-decoration: underline;\"><strong>a FULL recording is available to members.<\/strong><\/span><\/a> Become a BIG CIC member for access and to be notified.<\/span><\/p>\n<p>If you are not a member (or don&#8217;t want to become one) <span data-font-size=\"20px\">a breakdown of the session into sections is provides via the <strong><a href=\"https:\/\/www.youtube.com\/@BIGCIC\" target=\"_blank\" rel=\"noopener\"><span style=\"text-decoration: underline;\">BIG CIC YouTube domain.<\/span><\/a><\/strong>\u00a0<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row][vc_column][vc_column_text] The BIG CIC has recently supported the GO BIG network\u00a0to deliver an extremely powerful event in conjunction with,\u00a0Deepteam, and\u00a0PMLogix. Covering\u2026 The Challenges of Strategy Delivery<span class=\"excerpt-hellip\"> [\u2026]<\/span><\/p>\n","protected":false},"author":6,"featured_media":1433,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[17,15,18],"tags":[],"class_list":["post-1456","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-governance","category-news","category-strategy"],"aioseo_notices":[],"jetpack_featured_media_url":"https:\/\/i0.wp.com\/big-cic.org.uk\/blog\/wp-content\/uploads\/2024\/04\/BIG-Logo-Picture.png?fit=381%2C316&ssl=1","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/posts\/1456","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/users\/6"}],"replies":[{"embeddable":true,"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/comments?post=1456"}],"version-history":[{"count":15,"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/posts\/1456\/revisions"}],"predecessor-version":[{"id":1510,"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/posts\/1456\/revisions\/1510"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/media\/1433"}],"wp:attachment":[{"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/media?parent=1456"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/categories?post=1456"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/big-cic.org.uk\/blog\/wp-json\/wp\/v2\/tags?post=1456"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}