Making Your Strategic Signature Explicit

In this article David Trafford and Peter Boggis propose that the act of strategy development is essentially about deciding where an organisation aims to operate along a small set of strategic axes, where each strategic axis represents a source of

Managing Organisational Capabilities as a Portfolio

In this article David Trafford and Peter Boggis bring together the two powerful ideas of organisational capabilities and portfolio management. They argue that managing organisational capabilities as a portfolio enables leaders to create the conditions that increase the chances of

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

Using Organisational Capabilities to Pull the Present into the Future

David Trafford and Peter Boggis argue that organisational capabilities have an important role to play when developing strategy or implementing change. They discuss how existing organisational capabilities can inhibit change by anchoring an organisation to its current trajectory – thereby

The Six Core Conditions for Change Success

David Trafford and Peter Boggis argue that one of the reasons for the poor success rate in delivering change is that leaders focus on the wrong future: the one they hope to get rather than the one they’re likely to

Beyond Default – Moving Your Organisation to an Improved Future

David Trafford explores why strategy implementation, transformational change and merger integration continues to be a challenge for many organisations, with a high proportion of these initiatives failing to deliver their intended outcomes. One explanation explored in this article is that

How Information Technology Drives an Organisation to its Default Future

Peter Boggis argues that technology, particularly information technology, is a major factor determining an organisation’s default future, and one that needs to be fully understood by business and technology executives if they are to make informed choices on how

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

Assessing and Improving your IT/IS Capabilities

Vaughan Merlyn describes an approach to assessing the ‘goodness’ of IT capabilities, both in terms of their current state and desired state. Over the past 20 years Vaughan has designed and facilitated hundreds of assessments, both as part of multi-company

Developing Portfolio Management as an Organisational Capability

Peter Boggis argues that organisations can maximise the value of their change initiatives by managing them as an investment portfolio and that effective portfolio management is an organisational capability many organisations don’t yet have in place. He also believes that

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