Scaling to Differentiation

Scaling to Differentiation

I recently wrote about the importance of "Framework Thinking" as a way to simplify how you look at problems, structures, and processes so I thought I would extend that thinking as an example of how you can think about how you organize your business structure. Scaling an organization requires an evolution of maturity in your structures, your processes, and your approach to priority management. Without recognizing the need for evolution and focusing on building your foundation you can find yourself in crisis mode. Scaling to differentiation is framework approach to avoiding this crisis.I have written about the importance of foundation as well in the past as it related specifically to building an innovation capability in your organization, but the same concept of foundation applies as you think about your organizational structure. (more…)...
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ROI Comes From Customer Value Creation

ROI Comes From Customer Value Creation

I read a post the other day looking at the ROI (Return On Investment) in immediate payment systems (banking speak for instant payments) and one particular statement made by the author made the hair on the back of my neck stand up. In fact, the real driver may not be the ROI but just keeping up with customer and regulatory needs. ROI can't come from regulatory needs and cost savings to be successful. It has to come from customer value creation if you want to be sustainable.If the ROI is some sort of fuzzy "feel good" or "customer experience" story without strong numbers most businesses won't invest in these types of problems. In this example, if all of the major banks in a country (such as Britain or Canada) decide that "instant payments" don't have a positive ROI they will all choose to not build that capability since it isn't "worth it". If they do choose to build it it will be...
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Connecting Strategy and Execution

Connecting Strategy and Execution

I will be speaking next week at the Bank-IT Conference on the topic of "Building a Full Stack Strategy: Integrating Strategy from Business Vision to Tech Execution" so I felt that I would share some of my thinking more broadly here. While my discussion next week is focused on the Technology area, connecting strategy to execution is critical across the organization. Integrated strategy drives execution excellence.Too many organizations build their strategy in a silo. The strategy is separate from the business lines and supporting organizations required to execute. In many organizations, you'll find "Strategic Management" offices or "CEO Strategy Board" functions. These teams operate at the highest level of the organization and focus on the macro issue and strategy. They then pass their plans and white papers off to the supporting teams on the assumption that will result in the execution of those plans.(more…)...
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