{"id":1639,"date":"2025-06-11T08:56:40","date_gmt":"2025-06-11T08:56:40","guid":{"rendered":"https:\/\/big-cic.org.uk\/blog\/?p=1639"},"modified":"2025-11-28T11:34:32","modified_gmt":"2025-11-28T11:34:32","slug":"building-the-fabric-between-strategy-delivery","status":"publish","type":"post","link":"https:\/\/big-cic.org.uk\/blog\/building-the-fabric-between-strategy-delivery\/","title":{"rendered":"Building the Fabric Between Strategy & Delivery"},"content":{"rendered":"

[vc_row][vc_column][vc_column_text css=””]<\/p>\r\n

Building the Fabric Between Strategy & Delivery<\/h1>\r\n

Presentation Report – APM \/ IASP Meeting 17\/6\/25.<\/strong><\/p>\r\n

Many our organisations are \u2018purpose driven\u2019 from the worldviews and goals of its owners. Most have a vision for how to achieve purpose, influenced by prevailing opportunities, threats and imperatives. We set a direction, but some may keep their head in the sand – but we hope to get everyone moving in the same direction.<\/p>\r\n

\u00a0<\/p>\r\n\r\n

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The organisation will probably have an overarching strategy, and perhaps further enabling strategies.<\/p>\r\n\r\n

It will set up organisation entities to operate and to develop value. Each kind of entity will probably have its own management methods and tools. That will generate response to the strategic asks but also innovate and generate opportunities for strategic evaluation.<\/p>\r\n\r\n

Some operational units will deliver their business and their local improvement through \u201cprojects\u201d. Larger and cross functional changes may need their own entities \u2013 organised as change portfolios or programmes. Hence, across all this, our organisations set up specialist support functions to enable us to operate and manage governance \u2013 like a Project Management Office \u2013 to drive the standard and provide assistance in managing projects.<\/p>\r\n\r\n

So how do projects support strategy delivery?<\/strong><\/p>\r\n

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  1. They may help us hit the performance targets of our project based operations (customer projects, construction projects, engineering projects etc.)<\/li>\r\n
  2. We may use projects to develop products and assets for external and internal exploitation or use \u2013 but we may use \u2018Product Management\u2019 methods for that, and agile delivery, not projects at all.<\/li>\r\n
  3. We may use projects to underpin the change programmes in our portfolio of cross functional change objectives<\/li>\r\n<\/ol>\r\n
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            <\/ol>\r\n<\/li>\r\n<\/ol>\r\n<\/li>\r\n<\/ol>\r\n<\/li>\r\n<\/ol>\r\n\r\n

            To think about:<\/strong><\/p>\r\n

            Delivery entities of all forms (project, product, function, service unit..)<\/p>\r\n