Capability development

Posted on February 25, 2015March 2, 2015 by PAshton

What is it? Capability assessment identifies opportunities for forward development, and establishes an overall picture of the capacity of the discipline as a whole.

What it is not? Capability assessment is not a substitute for organisational or personal development plans – it supports the decision-making by HR and operations managers about the level of competence available compared to what will be needed.

What’s different afterwards? Activities to develop change practitioners are focused on individuals within communities of practice where common needs are identified. By targeting development in this way, the cost is reduced while the effectiveness and relevance of the development dollars is increased – with the specific profile of competences required strengthened.

Expertise transfer

Posted on February 25, 2015March 2, 2015 by PAshton

What is it? Expertise transfer (Secondment) is the placement of a change expert into a client organisation by CITI, on a time-limited basis, to assist them with planning, implementing or embedding change initiatives.

What it is not? Expertise transfer is not the placement of a ‘generalist’ resource to an organisation.

What’s different afterwards? The expertise and knowledge that the resource was placed in the organisation to provide is now part of the competence of the organisation.

Reflect-learn-apply

Posted on February 25, 2015March 2, 2015 by PAshton

What is it? Specialist programmes to build on the experiences and perspectives of specific project and change disciplines within the organisation. By means of conversations and challenges facilitated by an expert in the discipline, this activity embeds better and more consistent practices.

What it is not? Reflect – Learn – Apply is not training where what is already known by the participants is either ignored or undervalued. It is not a way of replacing current organisational practice and context and is a way of augmenting it.

What’s different afterwards? Reflect – Learn – Apply leaves a sense of community, with the members’ behaviours and performance evolving in a coherent and consistent way in response to new challenges that are faced and solved.

Strategy for change

Posted on February 25, 2015March 2, 2015 by PAshton

What is it? Having determined the strategic direction for the company and stated the future state in terms of the vision the next step is to develop and deliver the strategy for change. This articulates the approach to be adopted and what work to undertake to pursue and deliver the strategic vision.

What it is not? It is not about developing a corporate strategic direction. Nor is it the definition of the strategic change that the initiative is expected to deliver.

What’s different afterwards? A clear route, employing appropriate approaches, to sympathetically achieve the change outcomes that the organisation requires is established and shared.

Compelling Business Case

Posted on February 25, 2015March 2, 2015 by PAshton

What is it? A compelling business case is the keystone for effective sponsorship; articulating clearly the balance between ‘desirability’ (benefits) and ‘do-ability’ (cost and risk) to enable good decision making.

What it is not? A compelling business case is not a ‘sales’ document designed to mislead by misstating the comparative value of a candidate project.

What’s different afterwards? Governance decisions are made based on the impact they have on promoting the required outcomes of the project, and where there is a conflict of interest in terms of resources or timing between projects, a rational basis for choice is available.

Portfolio prioritisation

Posted on February 25, 2015March 2, 2015 by PAshton

What is it? Project portfolio prioritisation schemes are mechanisms to make rational choices in circumstances of limited knowledge and complexly interacting constraints.

What it is not? Portfolio prioritisation is not a way of ensuring that everything is done nor is it a way of getting done as much as possible.

What’s different afterwards? Management has confidence that money is being invested wisely and that the effort is correctly focussed on a body of work that is desirable and achievable.

Structuring programmes

Posted on February 24, 2015March 2, 2015 by PAshton

What is it? Structuring programmes is a means to clearly articulate what needs to be done and by when in order to bring about measurable, valuable change that is truly embedded into an organisation. It results in the creation of tranches of work that must be delivered and these clearly highlight the full range of changes to working practices required.

What it is not? Programmes are not big projects, nor are they portfolios. Programme management is its own discipline – and while projects may be considered successful even if the benefits expected are not delivered, that is impossible for a programme.

What’s different afterwards? Programmes deliver a future state envisioned by the Board – decisions are made, driven by a benefits-led perspective in which stakeholders are not observers that dictate targets but are instead committed to the delivery of planned change.

Strategy to action

Posted on February 24, 2015March 2, 2015 by PAshton

What is it? ‘Translating strategy into action’ allows for the creation of a clear ‘line of sight’ between the strategic intent of the Board and the set of projects that need to be established to develop the necessary new or additional competences within the business to deliver the benefits of the strategy.

What it is not? It is not a way to establish an organisation’s strategy nor a way of proving it is the right strategy – it just shows how to implement the decided strategy.

What’s different afterwards? There are no silver bullets to reduce resource contention, but the value returned for the effort expended is maximised, with the portfolio selection process transparent and the sources of choices made open to rational challenge.

Proven target operating model consultant (TOM)

Posted on February 24, 2015August 14, 2015 by PAshton

What is it? A TOM is a high level view of the future state of the organisation at the operational level. It defines the relationships between people, processes, technology, products, customers, and markets which together differentiate the organisation from its competitors.

What it is not? A TOM is not a detailed operations plan that identifies specific job descriptions or roles and responsibilities.

What’s different afterwards? The organisation has clear sight of the new operating model, with benchmark values for performance, which allows the effective mobilisation of teams to implement a change programme.