Hi All
as I speak to partners about BIG and the conference, people are starting to ask - what is your keynote.
I’ve said this will emerge as we engage more commercial and professional partners - but I can’t get away with that.
While we are in the process of building an agenda, here is a starter for 10. What do people think?
“Strategy delivery - magic does not just happen”
Strategy delivery is central to the ongoing success of our organisations. “Innovate or die” they say - but how good are our organisations at taking the purpose and vision our organisations have, and turning that into activity which is balanced between operate, innovate and change - and achieving results?
In evidence easily found on the internet, in our own experience, and in findings from BIG CIC events, it is all very clear - we are not very good at strategy delivery, and furthermore, we don’t like talking about it. Many of us have found raising the subject induces very negative responses, perhaps because it challenges deep-rooted organizational behaviours, beliefs, and power structures. Even when the data clearly shows poor performance, many organisations fail to acknowledge or act on it.
To shift perception, leaders must treat strategy execution as a core discipline, just like finance or operations — with measurement, ownership, communication, and a willingness to confront uncomfortable truths.
This is where Business Integrated Governance (BIG) comes in.
The BIG framework offers a powerful way to elevate strategy delivery by embedding integrated governance deeply into organisational DNA.
But Magic does not just happen. Strategy Delivery is impossible to operate without capability.
Business Integrated Governance describes a set of capability to underpin strategy delivery - with concepts to talk with, principles to capture our ‘as is’ and ‘to be’, components to define what we need to build and operate, and a roadmap to provide a course.
One example capability is information and data, core to which is the cascade and management of objectives and key results. Often implemented as a tool to enable HR and line managers asses and reward people, OKRs are also the backbone for strategy delivery.
BIG doesn’t just articulate why strategy delivery matters — it provides how to make it matter, measurably and sustainably. It’s a compelling lever for raising awareness, building momentum, and strengthening execution in practice - without a much lower risk committing professional suicide in the process!
This is s starter for 10….
