Aligning technology with business strategy and commercial objectives to achieve financial goals.
Show me the value
P R O B L E M
Technology spending must lead to business value, but organisations, at best, have a disjointed view of how value flows from initiatives to business goals.
S O L U T I O N
Establish a clear line of sight between technology outputs and their impact on business success.
Value flow mapping – what are the key factors driving business value? What metrics do we aim to improve? What are the links between initiative performance and commercial success?
Business value cases – for funding approval, ongoing performance assessment and course-correcting decision-making. Calculate strategic and financial benefits. Convey value via compelling storytelling.
Realise the value
P R O B L E M
If feedback loops don't work, test & learn won't ensue. Fragmented measurement capabilities hinders the understanding of the business value being delivered.
S O L U T I O N
Build/improve feedback loops to enable the build-test-learn delivery to succeed.
Measurement infrastructure – specify how measurement data is captured, processed, reported and accessed for robust value analysis.
Assessment capabilities - the analysis of available data to validate the performance of initiatives and determine their contribution to business and financial metrics.
Align for value sooner
P R O B L E M
An 'execute-to-plan' edict impedes an adaptive 'follow-the-value' delivery. Rigid strategy planning, annual budget cycles and output-focused governance practises clash with a modern iterative test and learn delivery model.
S O L U T I O N
Adopt iterative planning, flexible funding and outcome-focused governance that are aligned with continuous improvement delivery practices to enable business value to emerge quicker and more cost-effectively.
Emergent strategy – the executive team shapes the vision and goals. The portfolio team defines solutions and desired outcomes. Product teams detail the initiatives to deliver the outcomes.
Value-driven funding – funding is tied to the realisation of value — a series of incremental investments conditional upon credible value delivery from the previous investment round.
Value-driven governance – progress on the value, not activity, created against agreed Business & financial metrics and investments made.
Value-driven portfolio management – the above practices are applied to running a portfolio of technology/digital initiatives.