Strategy2Execution Inc. is an independent Canadian consulting firm that creates value by (1) helping you evolve and crystalize a compelling vision for your business, (2) identifying what "good" looks like for various dimensions of your business, and (3) providing guidance on competing investment, prioritization, and buy-vs-build placement decisions required to realize that vision.
Each engagement it tailored to suit your needs. Deliverables can range from eliciting or battle testing business motivation drivers only, to creating target operating models for selective aspects of your business, to assessing a portfolio of competing 'things' (like projects, features, products, technology applications, etc.) for prioritization, sequencing, decisioning, or rationalization opportunities.
A compelling vision, tangible goals, measurable objectives, and actionable strategies to achieve them are all crucial to staying competitive and to grounding day-to-day decisions. If any of the above are fuzzy, misunderstood, or outdated, then your delivery teams can produce outcomes that depart from your vision and not deliver full value.
Even with a compelling vision, identifying what "good looks like" for various dimensions of your business can be difficult to express much less document or guide decision making. Depending on your needs and business questions to be addressed, we can help articulate a target state for key dimensions of your business, identify gaps in your current state, and provide guidance on what's required to close them. Further, if you don't have a business / enterprise architecture practice or tooling to capture data for dynamic decision making, we help you stand this up.
You have a vision, target state(s) for key aspect(s) of your business, and business objectives to achieve. How do you balance scope, timeline, and cost/value in a complex ecosystem? We can help in framing and prioritizing which business projects, investments, or technology applications to focus on, what sequence unlocks the most value, and plot which business outcomes will be achieved or not when decisions are rendered. To accomplish this, we can help you profile your projects or technology assets, assess their health or contribution towards your vision, identify synergy or rationalization opportunities, and frame the key decisions that need to be made.
Business Motivation Models (BMM's) are a useful framework for describing the vision ("the ends"), mission ("the means"), goals, objectives, strategies, tactics, operational key results, and guiding principles in describing a business, how it operates, who it serves, and guardrails observed - in a structured way that can traced or laddered within large federated enterprises, and in ways that can be holistically reviewed and challenged (for example: are all goals supported by strategies?; are objectives measurable and time-bound?). Value propositions may also be framed for a business or tailored to specific customer segments (as part of Journey Mapping efforts).
Target Operating Models (TOM's) are a structured scalable fit-for-purpose deliverable that can be used to answer business questions, align constituents towards common views, identify gaps/opportunities, develop recommendations, and summarize business outcomes over a time horizon. While TOM breadth and depth vary with each engagement, key sections or chapters can be thought of as a 'sandwich" with a bun, fillings, and bun.
Assuming reliable Business Motivation content exists, all chapters of a TOM are optional, and the business questions answered in each section of a TOM can vary widely.
Scoring frameworks can provide a useful way to assess collections of competing things, such as placement options, vendors, features, or projects in a repeatable way that balances benefits (financial & non-financial), size or complexity (such as cost, time-to-deliver, complexity within the organization, and readiness), with alignment to strategy, business outcomes, or expressions of target state. Competing things can also be plotted for analysis (eg: quadrant style) and over time horizons such as calendar (Gantt), Now/Next/Future horizon planning.
Smaller engagement can include: (not exhaustive)
As long as effort answers business or business-of-IT questions, value can be delivered.
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