The next generation of the EPMO (Enterprise Portfolio Management Office) is the SPF (Strategic Portfolio Framework) which brings together the 3 key elements of Strategy, Execution and Culture more explicitly than in the past, and with a strategic view not just an execution focus. Under this model Boards and Executives take direct ownership of how the three elements mesh together for high-performance with an emphasis on investing for greater value, Return-on-Investment, and People First.
High-performing teams and organizations look for balance between health and performance. They relentlessly innovate, from small to big in complexity; from immediate to longer-term in time-span, and from BAU to transformation in focus.
The Legend Innovation Approach assumes teams bring all these elements together in a cohesive fashion. This means it’s always worth looking at the polar opposite of any dimension (e.g. Centralised and Decentralised functions) and finding the point on the spectrum that works for your organization. This approach ties into the thinking that the best results come from respecting the past, leveraging the current and focusing on the future.
"Strategy needs to transition from a top-down, internally focused discipline, basing future linear forecasts on historical data analysis to a foresight-fuelled, externally focused, innovation driven, living discipline."
Strategic Planning is transitioning from a static, annual planning process to future-focused thinking, with the ability to adapt rapidly to changing conditions, while staying away from continuous, unnecessary disruption and restructuring. To achieve this, Boards and Executives need high-quality strategic information, presented in interesting ways, and in real-time. Teams are now exploring how to use social mechanisms to build strategy ‘from-the-edge’ of the business to involve staff and customers.
Projects are key mechanisms for delivery and change. Accurate business cases surface potential projects which are then assessed in terms of relative worth against competing initiatives. Once prioritised and approved the project plans are constructed and signed off, as the starting point. Project teams must be prepared to pivot to meet changing challenges, conditions and opportunities.
Keeping projects, and the supporting management frameworks, as lean as possible will position you for lower cost projects with higher success rates.
"In one of our engagements our customer delivered 84 projects, worth $100+, within 9 months with 7.5 people to a 100% success rate, by every key measure. The toolset was operational within a week of starting. A standard EPMO approach would have taken 28 people."
Adopt a project approach that simplifies process and focuses on positive outcomes.
Adapt your structures and processes so that your people crowdsource projects to share knowledge and experiences and build capability.
Achieve sustainability by extending project disciplines across Business Services and Activities.
Boards and Executive Teams can support their collaborative work through Corporate level Storyboards and screens.
Everyone can manage their individual workloads, Conversations and #tags through their Personal Workspace and Storyboards.
Work, of a wide variety of types, can be launched through a series of consistently designed screens.