Jesse Lambert, Strategic Planning Expert and Principal at Evans Incorporated, shares Evans’ approach to human-centered strategic planning. Continue reading
by Tim Goin & Jesse Lambert
Even a well-planned strategy can fall apart during implementation if employees are unwilling to accept it. You may think you can simply require employees to comply, but their motivation and enthusiasm depends on the type of business culture they work in and whether it’s reflected in your strategy. Continue reading
Evans Incorporated’s 25 Year Anniversary is approaching, so we’re taking the next few months to reflect on where we are currently and what’s to come! This includes highlighting one of our areas of specialization per month through September. The focus for the month of May is Strategic Planning. Ok, so… vision, mission, capabilities statement… we’re all familiar with these words, but what comes next?
by Sean Miller, Laura English & Jesse Lambert
When engaging in the strategic planning process, leaders are often faced with the challenge of focusing on more expansive thinking, planning, and communicating within the organization. As the vision of the company evolves, so must the leadership capacity of those striving to achieve it. This implies that status quo as a leader is not an option. Growth as leaders individually, and the collective maturity of you’re your leadership team, will be key to successfully realization of your organization’s vision. Continue reading
by Jesse Lambert
Evans Incorporated can help your organization innovate from the inside out with our Human-Centered Strategic Planning solution. Evans consultants will collaborate with you, guiding you through a process of discovery, definition, and development. We use a four-phase process that incorporates universal elements of strategic development and implementation, and is scalable to your desired scope.
Human-Centered Strategy Planning by Evans Incorporated – by Jesse Lambert
Technological innovation is spurring rapid social and economic change. Meanwhile, political institutions are often divided on how to plan beyond the short-term, resulting in unpredictable and inconsistent policies. In this uncertain environment, companies and government agencies are increasingly forced to compete over scarce resources, creating immense pressure to effectively manage systems and personnel and to prudently invest in the future. Organizations and teams must be agile, with a resilient strategy that can endure imminent but unknown change.
by Bob Etris & Jesse Lambert
“As in the game of chess, dynamic organizations that seek targeted growth must extend their vision beyond the next move, maneuvering toward the end game, with a watchful eye on time.” – Jesse Lambert, Principal and Strategic Planning Practice Lead.
By Brit Nanna
Consider this scenario: You were asked to provide change management support for a sizeable international development effort for a foreign government. It entails implementing broad-sweeping reforms affecting multiple departments. You created a change management strategy and plan you believe will help your client realize its desired outcomes, taking into account every possible challenge you might confront. Continue reading
By Bob Etris
Implementing something new that requires changes to multiple underlying systems is no simple task. The field of portfolio management and the various best practices associated with it have matured over time to address this issue. Simultaneous changes to multiple systems that aim to yield a singular outcome and achieve a common set of objectives require doing more in parallel. That parallel activity, unless properly integrated and coordinated, tends to increase the risk to the overall project and ultimately makes it more challenging to accomplish the task at hand.
The link below provides a reference to a presentation recently delivered by my colleague, Jack Moore and I at the 59th Annual Air Traffic Control Association Conference. While the points made in the presentation are focused on implementing capabilities within the National Airspace System (NAS), the themes with respect to reducing risk in any portfolio-based approach to change ring true in other domains beyond aviation. Here are a few of the key takeaways:
Implementing simultaneous changes to multiple systems requires a greater level of planning than for changes to one system. While planning and allocating the requirements to the other affected projects or programs is a necessary prerequisite, implementing complex change requires a different approach to detail, design, software development, deployment, and ongoing sustainment. At each point along the way, a change in any one area has a likelihood of impact in more than one person, organization, or stakeholder. In the broadest sense, one of the best ways to mitigate this risk is through the careful design of appropriate governance processes to manage and prioritize issues as they arise while ensuring decision making authority includes the appropriate stakeholder communities.
Ongoing maintenance of a new function or capability that spreads across multiple systems presents a potential philosophical challenge with respect to the (potentially different) maintenance approaches of the underlying technologies. For instance, if a user finds a problem with the capability and calls the help desk, that help desk call needs to be triaged by multiple teams with multiple sets of expertise looking at both the root causes in the source systems as well as the integration points across those systems and how they interact. As an organization takes on more and more of these capabilities with multiple integration points, the design of the organizational IT support structure must be aligned to serve the changing needs of its mission.
Integration has a cost, and that cost must be taken into account in the lifecycle planning and execution of this sort of work. This includes not just the integration costs associated with the software development activity, but costs associated with integrated outreach to users, coordination of test activities across multiple platforms and long-term sustainable occasions for maintenance and enhancement activities to both the underlying systems and the capabilities that span them.
At Evans Incorporated, we believe our human centered approach to understanding the organizational and business systems that govern these types of changes best positions our customers to reduce their risk and ultimately save money otherwise spent on escalating scope and schedule challenges.