The BIG Conference 2025<\/strong> is the inaugural global event to introduce, promote, and activate the BIG (Business Integrated Governance) community.<\/p>\n\n\n\n David introduced the event as the first in a series of events.<\/p>\n\n\n\n David and Veronica introduced the Business Integrated Governance (BIG) conference series, explaining its purpose to address the strategy execution gap through integrated governance. Veronica detailed the history and structure of BIG, highlighting its evolution since 2018, its community interest company status, and various membership options. They discussed the availability of resources, including a body of knowledge, blogs, and exams, as well as BIG’s presence on LinkedIn and YouTube. The next steps include launching the conference series, increasing membership, and offering more volunteering opportunities, with annual planning set for January 2026.<\/p>\n\n\n\n David and Veronica discussed the progress and future of the BIG CIC, emphasizing its volunteer and not-for-profit nature, and the importance of conference feedback to refine its vision and roadmap. David explained that the BIG CIC is charitable, safe for participation, and its framework is available for public use under a share-alike license. He clarified that while there are no similar organizations like BIG, its framework can be used by others with proper attribution. David also outlined upcoming events and sessions on integrated governance and strategy, highlighting the need to improve strategy delivery in organizations.<\/p>\n\n\n\n David discussed the importance of integrated governance in strategy delivery, highlighting key challenges such as unclear business purpose, lack of prioritization methods, and inadequate measurement systems. He emphasized the need for a coherent strategy information model to connect purpose, vision, and strategy across the organization. David introduced the concept of BIG (Integrated Governance) as a framework to address these gaps, offering expertise in connecting different domains and providing tools for systematic prioritization and measurement. He concluded by outlining key concepts and language used in integrated governance, stressing the importance of a dynamic, cadence-based approach to strategy delivery.<\/p>\n\n\n\n David presented the key concepts and principles of BIG, focusing on strategy, governance, and accountability. He emphasized the importance of having a clear purpose to define vision and objectives, as well as the need for integrated governance that facilitates decision-making and balances running and changing operations. Tim raised a question about the purpose of boards, highlighting a lack of clarity on the why of governance, both in public-listed companies and other organizations. David acknowledged this issue and agreed on the need to address it for effective strategy delivery.<\/p>\n\n\n\n Tim and David discussed the role of boards in corporate governance, focusing on the need for boards to oversee strategic objectives and risk management. Tim highlighted a worldwide governance issue he calls the “Don’t Tell, Don’t Ask Governance Syndrome,” where boards and CEOs avoid discussing mission-critical objectives and risk assessment. They agreed to explore these topics further in a session scheduled for December 3rd, where they will delve into strategy execution and governance principles. David emphasized the importance of building consensus and addressing underlying issues before developing requirements for change.<\/p>\n\n\n\n David outlined a strategy for engaging stakeholders in discussing the BIG framework, emphasizing the need for a gentle approach to build consensus without causing alarm. He proposed a readiness session on November 19th to assess an organization’s alignment with principles and identify opportunities and threats. David suggested that the COO might be the best place for integrated governance, with a business support function acting as a hub-and-spoke model for strategy delivery across the organization.<\/p>\n\n\n\n The meeting introduced the BIG framework, which aims to support PMOs and organizations in defining and delivering strategic value. David and Gregor discussed the framework’s potential to help PMOs “grow up” and align with enterprise-level strategy. Veronica highlighted various engagement opportunities with BIG, including conferences, exams, and volunteer roles. The group reviewed upcoming sessions and events, emphasizing the importance of member participation and feedback. Lisa, representing IASP, shared her interest in the strategy cascade piece and discussed the challenges of balancing strategic and operational objectives in organizations.<\/p>\n\n\n\n Please access the slides used here:<\/p>\n\n\n\n <\/p>\n\n\n\n\n
Business Integrated Governance Conference Launch<\/strong><\/h3>\n\n\n\n
BIG CIC Progress and Strategy<\/strong><\/h3>\n\n\n\n
Integrating Governance for Strategy Success<\/strong><\/h3>\n\n\n\n
Strategic Governance and Accountability Principles<\/strong><\/h3>\n\n\n\n
Boards’ Role in Strategic Governance<\/strong><\/h3>\n\n\n\n
BIG Framework Stakeholder Engagement Strategy<\/strong><\/h3>\n\n\n\n
BIG Framework for Strategic Alignment<\/strong><\/h3>\n\n\n\n