Dear all,

This is a group email to BIG CIC FULL Members and those I have noted as “special members” - people who have given time, thought, and energy to the BIG idea.

My current view is that, in terms of substance, BIG is in a strong position. We have:

Clearly defined problem and opportunity statements, aimed at a range of possible protagonists - with a natural focus on strategy, governance, and P3 professionals if we choose to prioritise.

A growing body of knowledge and supporting material that people can dip into - concepts to talk with, principles to engage with, components to deliver with, and a roadmap to work towards.

The early shape of professional credentials and, through the BoK Club, an entity capable of pushing this forward.

The beginnings of a membership base - 200+ members, a LinkedIn group of around 850, and a further 100+ helpers and friends.

Community forums on LinkedIn and via the Community Portal Simon has set up.

Significant outputs from the conference - an updated core presentation, strong case material, readiness tools, and, most importantly, perspectives from respected professionals across strategy, governance, and P3.

In short: we are ready to push on.

My view is that while content development must continue, publicity and engagement are now the critical priorities. For me, that translates into three themes.

First - Partners.
Can we support people to make a living from the BIG idea? If they can, it justifies sustained effort and enables client organisations to benefit from what we have built. This must include consultants who engage, adapt, and adopt; trainers who explain; technologists who configure enabling platforms; and service providers who support operations and journeys.

Second - Professional bodies.
BIG is integrative. We are not trying to tell strategy, governance, or P3 professionals what to do. We are trying to pull these worlds together, rather than reinforce bilateral interfaces or false boundaries. Can we position BIG so that it sits alongside each profession - visible whenever strategy, governance, or P3 is discussed?

Third - Membership.
We have to grow it, pragmatically and persistently, to get a snowball effect.

If we focus on these relationships, I believe we can help more organisations genuinely benefit from what we have done - and, in doing so, build members, FULL members, Associates, and recognised experts. Most importantly, we can help organisations that are currently ineffective at strategy delivery to become effective.

You may or may not want to be part of the BIG core driving this forward. Either way, you are people to work with or alongside. This is not about asking you to help BIG CIC for its own sake - it is about finding practical ways to collaborate so that what you want to achieve, and what BIG is trying to achieve, reinforce each other.

So the blunt question is this:
Is BIG CIC going to oversee a passive body of knowledge maintained by a few enthusiasts - or are we going to push this into the mainstream? And are we naive to think that a largely volunteer effort, with little investment, can get there?

As Adrian Dooley recently put it, I may be “stupid enough to put the development of the profession before profits” - but my stupidity does have limits.

What do you think? What can you advise, influence, or do?

If you are willing to engage, please join one of the following sessions:

Join here:
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Monday 19th, 6pm UK
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Friday 23rd, 12.30 pm UK
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