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PMO / Business Support

DD

One of the main pillars of BIG capability is Business Support. The business function that takes ownership of the set up and operation of ongoing strategy implementation - which is one way to put it.

Assuming organisations can see better strategy implementation is needed (and all the other elements needed too) - from where does this capability spawn?

Organisations seem to have multiple support offices for multiple requirements - and these support functions are often jealously guarded assets for the people that “own” them.

The BIG proposition is that to integrate governance for ongoing strategy formulation, implementation and delivery - it makes sense to integrate support.

We have many questions:
From where does this spawn?
Who leads it?
What are its objectives / targets?
What does it do?
What infrastructure is needed to enable it?
How does it operate within the business?

While we have positioned Business Support as a component of a programme to improve strategy implementation - we realise there may be smaller steps people may need to take

We have already looked at prioritisation as a driver to help a PMO develop and work towards better strategy implementation. A trojan horse to focus on something practical to then address something structural
Is there an additional topic we can work off as a trigger - perhaps helping a PMO in “enhancing value”?

Perhaps there is a coalition we need to build across PMO, finance, Corporate Governance and IT?

What do you think?

@ChrisB @Veronica @Alex_Shapley

ChrisB

DD Perhaps there is a coalition we need to build across PMO, finance, Corporate Governance and IT?

There is no need for this if all these units/functions (and the rest) have all built their own strategic mandates aligned horizontally and vertically across the organization covering multing perspectives (.g. finance and purpose, external relations, processes and culture) as well as risk and innovation. They are all embedded in the same governance support system - of course we may well need IT to implement aspects of the system (data and information), finance to integrate the budgeting and financial management aspects, HR and others to contribute to capability mapping and skills inventories, etc..

ChrisB

Business support for governance is not restricted to strategy implementation. It must address all units/functions and include not only strategy implementation but also uncertainty, compliance, performance, values and integration.

When we set up what I term an SXO (Strategy Execution Office) it includes a PMO for PPM and projects, but also administers and drives the strategic performance management across ALL units/functions, ensuring reporting on strategic KPIs, collation of reports and minutes and issues and risks at all levels, and that all units are adhering to the timing and quality expectations. Ideally this includes integration with the budgeting processes and other relevant operational and external stakeholder relations. This is effectively integrated governance as long as the strategy has broad perspectives (not just finance or change) and it is embedded and built by every management team across the organisation, whether operational or support or whatever.

I would suggest calling it something like the OGG - Office of Good Governance.

DD

Hi ChrisB
I don’t like the term business support - but I don’t have a perfect name to call this collection of capability. I’m almost tempted to call it (Insert name here). I think every name has baggage - including “Office of Good Governance” which might sound like a centre pf excellence or compliance. But - whatever floats your boat :-)

I agree that business support is not restricted to anything really - including strategy implementation, but I have been using strategy implementation as a means for people to connect with the ideas. Its about scope bounding - now, next, later….

My ultimate vision would be to enable tracking from purpose to vision to strategy and delivery - which covers operational, value creation and change objectives. Every management team.

Why now?
I think organisations are slowly realising the journey from purpose to future does not shape itself
Concepts like BIG are forming and pulling together siloed thinking
General IT is improving
And I hate to be a bandwagoner - but AI really does offer speed, connections and insight on good data.

See you at the session?

DD

Hi ChrisB
I think “There is no need for this if…”
Big If :-)
For the organisations that have naturally done this - lets case study them. But for the rest of us mere mortals - lets offer a vision and roadmap?
D

DD

Please also have a look at the Blog we shared about the session:
https://big-cic.org.uk/blog/business-support-the-missing-operating-capability-between-strategy-and-results/



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