Program Governance

Successful implemention of strategic change requires the upfront establishmnet of program governance. It must not be over engineered or bureacratic but rather pragmatic and disciplined.

This level of organisation would ensure effective sponsorhip and ownership, key roles and responsibilities, deliverable accountabilities and budget management.

Risk Management

Closely managing key risks has proved to be an very effective method of ensuring successful program delivery. The identification, classification and mitigation strategies is an important aspect of governance and aid to decision making. It is also important for steering committee members to understand how the risk profile trends over the life the program implementation.

Organisational Change Management

Any change involves people, process and systems. By far the most challenging aspect and the one that very often defines success or failure is the people component.

Organisational change mangement should focus on staff engagement, leadership, training and ongoing communications. Cascading of messages should be thought through carefully and sensitively.

Stakeholder Relationship Management

It is critically important that ket stakeholders are identified and engaged throughout the implementation. Often stakeholder groups are varied and the interests are seldom aligned. Negotiation, diplomacy and influencing skills are essential to ensure stakeholders are "on board" to support successful outcomes for all.

Cultural Change

Sometimes the change is fundamental to the underlying culture of the organisation. This encompasses the values, behaviours and rules of a group of people - "How we do things around here!".

The approach to changing the culture of an organisation has to come from the top, has to be clearly articulated in terms of what is acceptable and what is not, setting standrads and holding people to account.

Corporate Communications

The approach need to be strategic - being clear on corporate pupose and direction and making sure everyone is on board. There need to be both and internal and external focus, but fundamentally aligned.

Corporate communications is typically a core business as usual function in a high performing business, and shoudl be leveraged to support a successful change implementaion program in an efficient and effective manner.

Business Case Development

A disciplined approach is required to present for approval a buisness case for strategic change.

This must take into account a multi faceted approch - financial payback, risk management, strategic alignment, people impacts, integration. Stakeholder relationship managment principles apply - ensuring that sponsors, owners and those most impacted by the change are on board and engaged.

Strategic Procurement

Longer term procurement of goods or services should be appraoched in a strategic manner to ensure that quality, price and flexibility is achieved within parameters set by the purchasing entity. Success is often dependent on the establishment and maintenance of supplier relationships which are productive, encouraging open communication and cooperation but at the same time comercially focused.

Strategic Benefits Realisation

What matters most to corporate success is not the sophistication of its corporate strategy, but rather how well its startegy is implemented. Reaping the benefits of a well implemented stratgey is what really counts.

Sometimes benefits are intangible are hard to measure, however a successful implementation needs to demonstrate clear achievement of clearly defined and measurable outcomes.

Outsourcing

In most businessses a critical review of its functions will identify underlying activities which are common across an industry, transactional or rules based, and generally not strategic in nature.

These successful outsourcing of these activities offers an opportunity to establish a strategic long term relationship with a service provider, ensuring improved (or as a minimum maintained) service levels and cost efficiences.

Information and Communication Technology (ICT) Consolidation

ICT is the lifeblood of most businesses, but not always core business, particularly when referring to the infrastructure layer and the supporting management services.

This corpoarte function oftens lend itself to outsourcing and if done successfuly, will reap long term operational anc commercial benefits.

Investment Governance

Investment Committees have a fiduciary responsibility to investors, to ensure that investments are managed in accordance with an agreed investment mandate, and there is ongoing oversight controls protecting investors' interests.

Implementing and maintaining an effective investment governance framework is fundamntal to achieving these outcomes.

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