Experiential Learning Journeys: A Source of Shared Insights and Collective Leadership

In this article, Peter Boggis and David Trafford argue that deploying the principles of experiential learning through one or more ‘Learning Journeys’ is an effective way of developing collective leadership from the shared insights and experiences gained. They also help

How Operating Principles Can Make Strategy Meaningful

Peter Boggis and David Trafford argue that the purpose of any strategy is to change an organisation’s trajectory, away from its current default future to one that is judged to be better. Unfortunately most strategies are too complicated, too detailed

The Case for Continual Realignment of the IT Function

All IT organisations are expected to deliver sustained performance. The challenge for IT leaders is to do this in an ever-changing context. Changes in context can happen suddenly – for example following a fundamental shift in business strategy – or …

Operating Model Performance is Defined by its Design

David Trafford argues that the performance of an enterprise is dependent upon its operating model, and that the performance of the operating model is defined by its design. As operating models are multi-faceted the design choices include how work is

Creating Organisational Clarity using a Semantic Wiki

Vaughan Merlyn discusses a new way of creating organisational clarity by using Semantic Wikis. A Semantic Wiki holds an underlying model of the knowledge described in its pages, thereby capturing the meaning of the data within the wiki. Furthermore, they

Empowering IT Organisational Performance using a Semantic Wiki

Vaughan Merlyn argues that attempts to improve collaboration and support knowledge management within IT organisations have typically met with limited success. He believes that limitations with collaboration platforms are a key factor in these disappointing results and that a ‘one-size-fits-all’

Strategy – The World of Choices and their Implications

Peter Boggis discusses five questions that are central to the development of strategy. He argues that strategy is really about making choices that are impossible to reverse or un-do, and that the greatest risks to implementing strategy often rests in

Improving IT Service Delivery

One of the most challenging aspects of running an IT organisation today is improving the delivery of IT services. Not only is there the ever-present need to improve service quality and reduce cost, but the expectations of IT users are …

Do You Have IT Organisational Clarity?

Clarity of organisation is particularly important for IT leaders today as IT management and operational roles are increasingly dispersing throughout the business, rather than being performed within a homogeneous IT organisation.

There are many analogies for illuminating what is meant …

The Business-IT Maturity Model: Moving to the Next Level (part three)

This is the final part of a three-part series of papers on a Business-IT Maturity Model (BIMM).

Using the Business-IT Maturity Model

At its heart, the BIMM is a communications and calibration tool. For this reason, it is deliberately simple …