BUSINESS PROCESS REENGINEERING
I have addressed many of the principles around business process reengineering (BPR) in the previous articles. What will make this article different is […]
SURVEYS AND DIAGNOSTICS
There is a significant body of management science behind the formation, delivery, management, and interpretation of surveys, sufficient to fill a series […]
DRIVING CHANGE — A METHODOLOGY
Implementing change is difficult. Implementing change without a methodology is very difficult. This article will discuss the basics and provide a structure […]
STRATEGY DEVELOPMENT WORKSHOPS
This article covers the basics of developing a business strategy. My favourite maxim on strategy management is “The bus that runs over […]
DRAW THE PICTURE
Two of the biggest difficulties in the work environment are a) being able to quickly understand and contextualise difficult concepts and then […]
JUDGEMENT SUPPORT AND DECISION-MAKING
To make a decision you need information and you can only make a decision about the present or the future. Making a […]
BUSINESS OUTCOME MANAGEMENT
One of the greatest challenges for any company is the execution of strategy or the realisation of benefits from the implementation of […]
SAVING THE TEAM
One of the great projects I had the opportunity to work on was the IBM consultancy to Mercedes-Benz South Africa. The project […]
THE RISK OF RISK MANAGEMENT
Last year I published an article on Governance and a number of people wrote to me, critiquing the article over its failure […]
POLICY AND RULES – SIMILAR BUT DIFFERENT
Recently I was asked what I considered to be the difference between rules and policy. I gave my stock answer – rules […]
SWATTING THE S.W.O.T
The S.W.O.T (SWOT) analysis is a staple model in any self-respecting business analyst’s kitbag and specifically those in the strategy function. As […]