find new ways of doing things, new processes or products will regularly feature in evaluations of the strategy and strategic progress. Innovation is also a disruptor and its impact should not be ignored. Architecture, and more specifically Enterprise Architecture (EA), also takes a leading role in shaping the future state of the business. With the increased dependency on digital platforms that support the customer experience end-to-end, EA helps define how people, processes, information and technology will be organised to support the future state.
Moreover, strategic progress and success (or failure) must be communicated if the message is to be believed and continuously supported. Too often a grand plan is communicated without subsequent updates.
Strategy into Execution
Having decided on the optimal business strategy, the focus pivots to transforming it into an executable plan. Some helpful techniques to assist with documenting and communicating the plan include workshops, roadmaps and the Agile visualisation tool Kanban.
Other useful facilitators are SAFe, a framework to enable the delivery of Agile practices in larger enterprises, and LeSS, a software delivery practice that enables many teams working on one product to deliver using Scrum methods. Portfolio & Programme Management (PPM) execution methods also help support strategic execution when roadmaps and dependencies are clear. The CTO will need to decide how invasive any new methodology needs to be and how it will integrate with existing methodologies across the wider enterprise.
One advantage of traditional methods of PPM is that responsibility for delivery is clear. In newer frameworks such as SAFe, responsibility is delegated across the team, which requires a fundamental shift in trust and the way teams work. This is the same for DevOps, a progeny of agile development practices, which as well as encouraging a more collaborative approach also reduces running costs and produces a more industrial, scalable application.