
Tables and Decision Logic
So, this week we are resuming where we left off at the end of the last post, dealing with tables and broader frameworks for capturing […]
So, this week we are resuming where we left off at the end of the last post, dealing with tables and broader frameworks for capturing […]
Last post we talked about different faces and strategies to making change. So I thought that this week we would follow up with some specific […]
Ok, ignore what I said last week. So much for making an executive decision to skip this part of the continuous improvement cycle. That is […]
I seem to mention a certain man, a Mr Ronald G. Ross, an awful lot in this blog. In fact I did some online training […]
How do you drive out the strategy for your organisation? Is it through brainstorming? Is it a bit more tokenistic and a matter of retrofitting […]
Identifying the boundaries of your organisation and its operations is a fundamental part of its strategic framework and it generally uses a different skill set […]
I have written several times in the last nine months that processes are the ultimate form of implementation. To achieve an outcome, there’s no point […]
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? […]
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 […]
The post for this week (or rather this fortnight – you may have noticed that my posts have slipped further apart) will probably prompt a […]
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 […]
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 […]
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 […]
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 […]
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 […]
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 […]
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, […]
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); […]
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 […]
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 […]
I have spent this week struggling to work out how to make POLICIES exciting and fun and – given that this conundrum made me skip […]
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 […]
Today we are talking about business principles – the base of the strategic golden triangle and the foundations of any organisation. Principles are generally the […]
This week we are looking at the second type of strategic input to the superior business analysis model. Whereas business goals – which we discussed […]
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 […]