Background
Many organisations struggle to consistently translate strategic intent into sustained organisational performance.
Despite significant investment in leadership, planning, transformation and delivery capability, common challenges continue to emerge:
- weak alignment between strategy and operations
- unclear priorities and competing demands
- difficulty balancing Business-as-Usual, Value Creation and Change
- fragmented accountability for strategic outcomes
- disconnected governance, reporting and decision-making
- inadequate information and data for timely decisions
- insufficient business support and assurance capability to coordinate governance activity
- poor visibility of progress, performance and value realisation
- disappointing strategy delivery outcomes
Most organisations possess capable leaders, managers, project teams and operational functions. The challenge is rarely a lack of activity. More often, it is the absence of an integrated approach that connects strategy, governance, accountability and delivery across the organisation.
Our proposition is simple:
To connect the creative world of strategy development with the practical world of delivery, organisations need a framework for ongoing strategy implementation and governance that balances Business-as-Usual, Value Creation and Change.
This framework is called Business Integrated Governance (BIG).
What is BIG?
Business Integrated Governance (BIG) is a framework for connecting strategy, governance, accountability, information and delivery so that organisations can consistently achieve their intended outcomes.
BIG helps organisations establish clear lines of sight from purpose and vision through to strategy, objectives, operations, transformation initiatives and performance outcomes.
Rather than treating governance as a compliance activity or management overlay, BIG positions governance as an operational capability that enables organisations to make better decisions, manage trade-offs, coordinate action and adapt effectively to changing circumstances.
BIG focuses on creating an integrated governance operation that supports the continual implementation of strategy.
Key Characteristics of BIG
- Strategy-Led Governance – Governance exists to support organisational purpose, vision, strategy and outcomes. Governance activities are aligned to what matters most.
- Integrated Decision-Making – Decision-making is connected across strategic, operational and change activities, enabling organisations to manage priorities and trade-offs effectively.
- Accountability by Design – Clear accountability structures help ensure responsibilities, authorities, expectations and performance measures are understood throughout the organisation.
- Information-Driven Performance – Reliable information and data support transparency, oversight, learning and timely decision-making.
- Business Support and Assurance – Dedicated support and assurance capabilities help orchestrate governance operations, coordinate stakeholders and provide confidence that governance arrangements remain effective.
- Agility and Adaptability – Governance structures are designed to evolve with changing business conditions, opportunities, risks and stakeholder expectations.
- Technology-Enabled Governance – Modern information, data and technology solutions support visibility, collaboration, performance management and strategic decision-making.
Figure 7. Business-as-Usual, Value Creation and Change underpin Strategy
The BIG Challenge
Many organisations rely on a collection of disconnected governance activities, committees, reporting mechanisms and assurance functions.
BIG challenges organisations to move beyond this fragmented approach and develop an integrated governance capability that operates as a coherent system.
The objective is not more governance. The objective is better governance. A mature BIG capability enables organisations to:
- communicate strategic intent clearly
- align activity with organisational priorities
- manage performance systematically
- improve accountability / make better decisions
- adapt more rapidly to change
- increase confidence in strategic delivery / improve organisational outcomes
Figure 6. Illustration of a Strategic Process Cycle
Successful BIG implementation requires several interconnected capability components, including:
- Organisation and Governance
- Accountability
- Information and Data
- Business Support and Assurance
- Leadership
BIG is described fully in the BIG Body of Knowledge (BoK).
Figure 16. How BIG connects example operating models
These components are supported by:
- strategy information models
- integrated operating models
- governance structures and decision forums
- performance management approaches
- enabling processes and standards
- information and technology platforms
- organisational culture and behaviours
Together, these elements create the capability required for ongoing strategy implementation and organisational performance improvement.
Figure 20. BIG Principles and core connections
The BIG Journey
The first step in a BIG journey is usually a focused initiative sponsored by a senior leader to build consensus around the current challenges and opportunities facing the organisation.
This creates a foundation for developing a shared vision, assessing current capability, defining a target state, building a roadmap and implementing lasting improvements.
The ultimate goal is not simply better governance. The goal is a more integrated organisation that can consistently convert strategic ambition into sustainable results.
This version positions BIG much more clearly as a strategy implementation and organisational performance framework, rather than as a governance or GRC framework alone, which I believe is much closer to the intent of the BIG Body of Knowledge.
Get an Introduction to the materials, and access the public materials and PDF Chapters through the Knowledge Outline.
Who is BIG for?
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Leaders Responsible for Strategy and Strategy Delivery
- Boards and senior executives
- Chief executives
- Heads of strategy
- Strategy management professionals
- Transformation leaders
Leaders Responsible for Running and Changing the Organisation
- Chief operating officers
- Operations leaders
- Product leaders
- Programme sponsors
- Programme and portfolio managers
Governance, Risk and Assurance Professionals
- Governance leaders
- Risk professionals
- Internal auditors
- Compliance leaders
- Assurance practitioners
Business Support and Change Functions
- Strategy execution offices
- PMOs and P3Os
- Enterprise architects
- Business architects
- Change and transformation offices
- Internal consultants
Why is BIG Important?
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BIG helps organisations:
- improve the connection between strategy and delivery
- balance Business-as-Usual, Value Creation and Change
- create fair and effective accountability
- improve governance effectiveness without increasing bureaucracy
- strengthen organisational decision-making
- improve visibility of performance and value realisation
- integrate information, assurance and leadership activities
- increase organisational agility and resilience
- improve the likelihood of achieving strategic outcomes