Applying Business Value Delivery Management, Benefit Realisation and Outcome Thinking to organisation strategy, portfolio managment and project execution
Strategy Development and Execution
Strategy Execution Simplification
Many organizations use tools and processes to develop strategy and how it filters down into the organization, including the choices for which business initiatives and projects to invest in.
There are challenges; to highlight these, consider the commonly used tool, Balanced Scorecard.
In the 2000’s and onward, Balanced Scorecard has been viewed as a reasonable approach to ‘get focus’ on identifying strategic goals, while on the short side it is weak on execution. Specific critiques have pointed to:
The TOP value delivery approach, processes and tools address the above challenges in an intuitive and logical manner.
Developing a strategy and transforming it into executable strategic business outcomes is the cornerstone for achieving your strategic goals. We help make this happen using the same TOP principles that are used for actioning your business initiatives and projects. This brings a consistent mindset for business value delivery throughout an organization.
Each strategic outcome that you define is measurable and describes your strategic goal in a business end-state when that goal is achieved. In principle, each statement covers:
“We have exited the US market by selling our US business, including the required product support services, and no longer have any obligations or commitments to this market so that we avoid the current losses”
The success criteria for the above example is measurable via a simple ‘yes or no’ question: “Have we, or haven’t we?” In TOP, meaningful measurability is a key principle found in all processes.
TOP processes, tools and models are teachable, learnable and repeatable.
And if you don’t see what you are looking for, ask us. We speak your language.
Strategy, or business strategy, is the driver of change and improvement. In practice, there is often a dis-connect between strategy and the business initiatives that are invested in, resulting in a compromised strategy delivery.
Using TOP processes and principles, strategy goals are transformed into strategic outcomes that ‘operationalize’ strategy delivery. Stating your strategy in measurable, business oriented statements gives transparent visibility on what is targeted and provides the organization with an intuitive understanding of what a successful delivery looks like.
Once your strategic outcomes are in place, we establish roadmaps for each of them consisting of the Desired Business Outcomes that will deliver the individual strategic initiatives. These roadmaps demonstrate the most efficient execution of your strategic goals, and enable you to calculate well founded, high level ‘Benefit-Cost Analysis’ that are the basis for determining the business value you’re getting and what it costs.
Once the strategy is validated and approved, you then:
Identifying and quantifying benefits for an individual project provides transparency and alignment on that project’s actual contribution to the strategy it supports. KPIs are the result of crafted projections, not random or well-intended targets. The direct link between project and strategy is established, and can be tracked and managed during a project’s execution.
Our advisory and collaborative role is to facilitate and guide you (and your team) to create precise and transparent business strategy outcomes that are the driver for advancing your organization. This can be done 'one-on-one' or in a workshop format.
The process is learnable, teachable and repeatable; moving forward, you can use it to define and update your strategy independently. If there is an interest in training, we provide that.
It all plays into what we do: Making strategy measurable and optimizing strategy delivery.
- is passionate about helping organisations get the maximum amount of business value from their business initiatives and project investments.
We specialise in Value Delivery & Benefits Management and alignment of project-, programme- and portfolio management execution with business value focussed corporate strategy definition and execution.
A major Nordic player in the automobile leasing market has decided to make TOP Value Delivery and Benefits Management an integral part of their project governance structure.
A major Nordic player in the automobile leasing market has decided to validate the TOP Value Delivery Management methodology on a project prior to deciding on making TOP an integral part of their IT project governance structure.
A major Nordic financial services organisation has decided to validate the TOP Value Delivery Management methodology on an internal project as last step in the approval process for possible general implementation.
A key Danish government agency has decided to include the TOP Value Delivery Management methodology in their new project model.
ValuePoint - Græsdammen 23, DK-2840 Holte - CVR 40878556