Reporting Data off into the Sunset
Over the last couple of posts we’ve been looking at the reporting part of an organisational framework and hopefully you’ll be happy to hear we’re […]
Fixing Teeth and Performance Reporting
Performance reporting to some people seems akin to a root canal… except that it keeps happening over and over again. Why do I say that? […]
Fruitful metrics and KPIs – a Story
Imagine you are the boss of a lolly shop selling the most colourful range of fruit chews ever made. Orange and banana, lime and kiwi […]
Intriguing Decision Tables
I’ve been looking forward to this fortnight’s post as it’s on a topic which intrigues me, but that I haven’t explored too much in the […]
Process Models: A Minor Space Odyssey
The post for this week (or rather this fortnight – you may have noticed that my posts have slipped further apart) will probably prompt a […]
Templation: Anything Worth Doing is Worth Doing Right
Today we’re thinking about forms and templates – those reusable artifacts that mean every time you need to produce a letter or a piece of […]
Living SOPily ever after
Standard Operating Procedures are – embarrassingly enough – very close to my heart. For me Standard Operating Procedures, otherwise known as SOPs, are standards, knowledge […]
Realistic Rulebooking
A rule book is ‘what’ I’ve identified as the end product of documenting business rules to support the delivery of superior business achievements, but I’ve […]
A Model for Superior Organisational Alignment and Success – to Recap
I’m nearly 6 months into this blog and thought the time had come to do a recap on the Superior Business Analysis Organisational Model […]
Clarifying Complexity and Mud Fudge Cake
The delivery of goods and services by the public, private and even not-for-profit sectors is no longer simple. Goods and service providers are no […]
Policy Processing
To me, the intrigue of developing policy (for both internal and external application) lies in two areas. Firstly, in the opportunity to use your […]
Value Chaining for Government
Ok I’ve decided that we’ll stick with value chains for another week, for 3 reasons…. 1. The more I think about them the more […]
Chaining Actions to Value
One thing that often is missed by organisations is an understanding of how their complex operations contribute toward the satisfaction of the end user. There […]
Sticking Points for Strategic Planning
Today we are back looking at the strategy end of the cycle, the topside, and how to usefully document it. This is a curly question […]
Deliberating, Documenting, Delivering
Following on from last week’s post, this week we are starting to look at what each part of the model looks like in a concrete, […]
Cycling like a Corkscrew – the Six Faces of Superior Business Analysis
In Rudyard Kipling’s “Just So Stories” (1902), there is a poem that opens with: I keep six honest serving-men (They taught me all I knew); […]
Traceability in Following your Dreams
With the start of 2013 and a new set of New Year’s resolutions, it seems like the perfect time to talk about how to fulfil […]
Keep Calm and Carry On… IMPROVING!
It is all very well working hard, following processes and generally being good employees, but what is the point unless you know that (a) you […]
All About Going with the Process Flow
Yes, this is the week that I’ve been looking forward to. Where I zip down my outfit to reveal …. Processwoman! So today we are […]
The Serious Face of Internal Policies
I have spent this week struggling to work out how to make POLICIES exciting and fun and – given that this conundrum made me skip […]
Ruling the Business Right
Today we are looking at business rules, the clear cut dos and don’ts within an organisation that slice through the grey spaces of behaviour and […]
Underpinning the Golden Triangle – The Value of Business Principles
Today we are talking about business principles – the base of the strategic golden triangle and the foundations of any organisation. Principles are generally the […]
Functional Fencing – Defining the Regulatory Framework
This week we are looking at the second type of strategic input to the superior business analysis model. Whereas business goals – which we discussed […]
Adding the SMARTs to Business Goals
It seems as though even something as common-sense as ‘business goals’ is not remotely clear cut. The definition, scope, method of realisation and measure of […]
The Original Superior Business Analysis Organisational Model
When I pulled the Superior Business Analysis ‘Organisational Model’ together, I spent a lot of time dithering over its name. Did an ‘organisational model’ […]