Implementing a Strategy Requires A Practical Process That Engages the Thinking and Ownership of the Organization. A Sterile Project Portfolio Approach or Single Executive Communication will Not Induce Change.
A strategy without a specific approach to operationalize it, is wasted effort, time and organizational capacity for change. Thinking Dimensions utilizes a proprietary implementation process that involves almost every employee in the implementation of strategy. It ensures the required actions to realize the strategic goals be they – Revenue, Profit, Product, Market or Capability related – have clear objectives, metrics and target to be owned and implemented.
The underlying approach answers and embeds the three necessary questions for success and instills Focus, Accountability and Teamwork (F.A.T.):
Our global and on-the-ground experience has shown that implementation fails when any one of the above three elements are missing.
The outcomes of our implementation process include:
In addition, the necessary capability projects - that close the company’s IS to SHOULD BE gaps that emerged from the strategy - are firmly aligned to those employees that must own and make the necessary process and people changes. The implementation process assures total alignment on the activities necessary to deliver the strategic goals.
For more information please contact one of our Partners
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Is Your Strategy Still Valid and Viable? 8 Questions CEO’s Must Ask to Test Alignment and Competitiveness |
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CEOs and senior leaders must ensure their strategy can meet and surpass the global challenges and turmoil of today’s environment. more |
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| By Tim Lewko |
2012-04-25 11:20:43"One of the biggest frustrations for Problem Management staff is re-creating the information involved in an incident. This also creates one of the largest costs to IT divisions & organisations as the difficulty in finding the correct root cause may mean the root of an incident situation is not eliminated and the incident keeps recurring.
It is time to put an end to this, because there is a very effective way to rectify it. The most important challenge is to create a consistent Model and Process, which would earn the respect and support of Incident and Problem Investigators. A model that removes the confusion and inaccuracy with terminology where some companies have hundreds of causes to work through and on the other side of the scale some companies are looking at only three root causes, one of which is “Human Error”".
2012-03-27 11:56:24
SAN DIEGO - John Case promoted everyone attending Myriad Software's 18th annual User's Conference here to president, and then went to work explaining how to use focus, accountability and teamwork to build successful companies.
Case, a former president of La-Z-Boy Residential, then CEO of Electrolux Home Products of North America, walked retailers here through the concept of what he calls F.A.T. leadership, using the aforementioned attributes to align a business for success - the perfect tie-in for a Myriad conference themed "Alliance."
2012-01-24 14:58:30 | |
Thinking Dimensions CEO and Managing Director of ITRCA Practice, Matt Fourie (See Matt's Profile) will be speaking at itSMF Conference in Singapore on March 16th 2012 : "HARDWARE, SOFTWARE UPGRADES…WHAT ABOUT A PEOPLE UPGRADE IN IT ROOT CAUSE ANALYSIS?" | |
This session will concentrate on how IT Root Cause Analysis practices can impact the following bottom line metrics;
• Improved security
• Reduced operating costs without cutting overheads
• Improved service availability in all critical systems
2011-08-09 20:16:55
Thinking Dimensions won the itSMF Australia "Innovation of the Year" award. Thinking Dimensions received this award at an itSMF Australia Gala in Perth in August 2011. They won the award for their innovative approach taken with incident investigations.
2011-08-09 19:33:45In September 2011 Thinking Dimensions received accreditation for their unique Incident and Problem Management workshops and consulting services.
2012-05-19 20:13:00SAY the phrase process improvement and watch the eyes of a CEO roll back in their head. They recoil from conversations about the touted virtues of process improvement methods like Six Sigma, Lean Manufacturing or Business Process Re-engineering as they are inclined, and rightfully so, to talk abou...
2012-05-18 19:35:01Companies can have different definitions or views of profitability. Nevertheless, it is one of the most important metrics that a business should take care about. Many companies measure their success on revenues and units sold, but these metrics are not always helping the management in making dec...
2012-05-18 06:05:17One area we are asked about frequently is acquisitions- yes or no? Why to acquire? The decision for an acquisition is not easy- it is one alternative to developing capabilities organically however can be costly and also difficult to integrate. So what are the steps required to approve an ac...
2012-05-09 10:29:31Managers or CEOs seeking to improve the way the company makes pricing decisions need to implement changes starting from the way the organization collects, sorts and uses data as an input in selecting the best performing alternatives. As an example, one of our clients is a leading company that desi...
2012-05-07 15:17:19At a recent client meeting you could sense the slow burn of frustration on the supply chain executives face despite an excellent pedigree to deliver high performance, extensive cross industry success - his forehead lines were visible when he asked how do you TURN the BEAST around when we ha...
