You are currently browsing the category archive for the ‘Strategic Busines Planning’ category.


 IT & BPO Service Providers (Pure Plays) face an uncomfortable future; maturation, stagnation, cannibalization and disintermediation figure large on the Indian Sub-Continent.

Talent scarcity; competition from other, cheaper locales; fractured client expectations and competitive pressure from Global IT Service Providers threaten the IT & BPO Service Provider industry inIndia.

 Is this True? What does this mean? Should I be concerned?

John Bolden, founder and principal consultant of TLIR Group, is intimately familiar with the mechanics, dynamics, optics and politics associated with in-country, virtual, near-shore and off-shore outsourcing.

John consults with organizations large and small on the benefits and pitfalls associated with outsourcing. His perspective reaches far beyond the business case; shining a light on upstream, downstream and parallel aspects of outsourcing that are typically overlooked, ignored or taken for granted whenever outsourcing is on the agenda…

Leader’s who truly understand the implications of what has to happen in order to realize the benefits associated with outsourcing are far better positioned to make the right outsourcing decision, realize their objectives and attain the results they were promised and that they promised to others.   

  John’s unbiased, independent viewpoint is refreshingly blunt, totally honest and harbours no hidden agenda. The rationale for why you choose to outsource is not in question – whether you have all the facts necessary in order for you to make certain that outsourcing meets expectations is another question entirely.

Contact John to schedule a private conversation, it will be a very wise investment of your time today and could save time, money and reputations tomorrow…


Recently, news hit the airwaves that the Government of Ontario had hired a high priced economist to join a 4 person commission studying what to do to improve productivity, streamline service delivery, etc, etc. While I do not understand how and why an economist would have the right credentials to join such a commission I wish him well…

As I see it, this commission will be expected to think outside the box…

A far, far greater issue that no one in government has got their mind around is the fact that any, good worthy ideas coming out out of this commission will end up being defined, planned and executed as though they were inside a linear, insular business improvement box…

Ergo, whatever this commission comes up will not be realized in a timely, effective manner if handled from within the Government proscribed Business Improvement Box…


Trivia Time!

William Shakespeare and Miguel Cervantes are probably the best known or even the greatest writers in the English and Spanish languages. These stellar lights of the literary universe died on the same day yet Cervantes died ten days before…!  

Answer:

For a long, long time the first day of the official year in Englandfell on the 25th of March. So, for example Elizabeth I of England was recorded as having died on 24 March 1602 (Old Style New Year’s Eve). Her death, if the year were recorded as starting on January 1st (the modern system of numbering years) would be written 24 March 1603 which would then, after Julian to Gregorian transformation, correspond to 3 April 1603 (New Style).

Clear? Clear as mud! Does this remind you of the mindless ambiguities spouting from the mouths of transformation leaders?

Catholic countries such as Italy, Poland, Spain, and Portugalwere first to change to the Gregorian calendar. Thursday, 1582 October 4 was followed by Friday, 1582 October 15, with 11 days “missing forever”. Countries that did not change until the 1700s observed an additional leap year, necessitating 12 “missing days”. Some countries did not change until the 1800s or 1900s, necessitating more “missing days”.

Are you familiar with transformation projects where multiple streams of activity are occurring in apparent isolation? There would be a moment in time, far in the future where everything might, just might be synchronized, but until then – rampant confusion!

France changed from the Julian to Gregorian calendar on 9 December 1582 where the next day was 20 December 1582. In Russia, the Gregorian calendar was introduced much later—on February 14, 1918. Hence, the October Revolution of 1917 actually took place in November! (November 7 New Style = October 25 Old Style).

Englandchanged to the Gregorian date system in 1752. When Shakespeare died on 23rd April 1616 his date of death was recorded according to the Julian date system. Spain, as noted above, changed to the Gregorian system in 1582 so when Cervantes died on 23rd April 1616… he didn’t die on the same day as Shakespeare, he predeceased him by ten days. 

 And you thought corporate transformation was complex…!


Information is the Key that enables Good Decisions…

How many places one has to go to get the Information is the Lock

Filtering Information through Place Based Layers Lines Up the Tumblers

 Information is a product of Process

 THEREFORE

When what is being asked is Process Centric, the Process is the Information source IF you know what Process to turn to, know who to contact, what steps to follow and understand the rules that govern access and use of the Information.

 BUT

Across any and all levels of government and within any medium sized business or large corporation; Processes in the tens of thousands create, update, maintain and use Information millions of times every hour… When one needs to access, layer, filter, consolidate and analyse in order to infer, conclude or make informed decisions from multiple Process / Information Verticals – one is faced with a challenge!

 HENCE

When what is being asked spans processes, dynamically shifts according to what the Information yields and changes each and every time; the Information Repository for the Process is the place to go – not the Process itself.

SINCE

Information Sets emanating from multiple Information Repositories will be as diverse  as there are numbers of Processes; some Information Sets will be massive, others will be sparse, some will be exquisitely detailed, others greatly summarized , some will be subject matter specific, some will be generalized.

 THUS

Finding the linkages, relationships and implications within and between Information Sets; thereby, enabling informed decision making would be a monumental task each and every time a multi-Process Information Requirement arose.

 EXCEPT

Place Based Information Management cuts through mountains of process specific Information; filtering, interrelating and highlighting Information independent of Process and brings to the fore key facts and figures about places, communities, areas and regions that would otherwise be buried.

Advances in technology hinged upon faceted search enable Place Based Information Management do be a reality without massive investement in time, money or restructuring of current IM practices – contact us to find out more via our web presence.

 


The ability to respond to constant change and adopt new paradigms for success is based on information, ingenuity and insight and knowing exactly how to use them all to best advantage…

But! Before one can take advantage of tomorrow’s thinking, one has to stop thinking inside the linear, insular, singular project box!

Time after time, we see cases where efforts to improve the business failed to meet expectations because the need was envisioned as though it were the only demand, plans were drafted as though the business will stand still in the meantime and the project executed as though it were the only project!

Demands to strengthen, improve, streamline, consolidate or reinvent the business are NOT linear, demand does NOT line up sequentially. Today’s demands will not be the same as last week and tomorrow’s will be different yet again…

The problem lies in the fact that HOW each demand is envisioned, planned and executed is bound by linear, insular, singular thinking.

Such thinking is the major reason WHY so many efforts to improve the business fail to deliver what is required, when it is required!

NO business can afford to be constrained by allowing such thinking to dictate how the business responds to today’s issues and opportunities.

To find out more about how we can help you apply tomorrow’s thinking to today’s business challenges; call (1) 905 484 6274, e-mail us at Information@TLIRGroup.com or use the form on the Contact Us page at www.TLIRGroup.com to start exploring the possibilities…


 “A Map of the Business Landscape Provides a Firm Foundation for Establishing Direction and Making Decisions about What Is, What Will Be and What has to Happen in Between…”

Essentially, the absence of clarity and cohesion about which processes and information sets intersect, interconnect and interrelate across the business (any business) is a major reason why so many good, worthy efforts to improve the business fail to meet expectations. Time after time, surprises arise…

 •           Processes that were not part of the original scope pop up everywhere, how and why these processes exist is one question, how and why these processes were not part of the original scope is another question entirely!

•           Information repositories elsewhere in the organization already contain the information that this project will be creating from scratch!

•           New Process need is addressed from a linear, insular perspective – collateral outcomes of processes elsewhere in the organization that are of value by being copied/reused or avoided at all costs are ignored!  

•           This project will change part of the business on this date for this reason; the fact that another project will make changes to that part of the business the day before will be a surprise – the day after!

•           That project experienced significant problems deploying a certain piece of functionality into the business; this project wants to deploy the same functionality into another part of the business!

•           Ad infinitum!  

 The reason for the absence of clarity and cohesion is not hard to pin down; there is no overarching view of how processes and information hang together.

By extension, there is no easily seen, understood and grasped view of what is, what will be and what has to happen in between.

Consequently, there is no foundation that assists the business to make the best decisions about how to best improve the business.

A map of the business landscape ensures that systems, processes and information repositories across the Business are visible to those who have to keep the business running and those who seek to improve the business.

 With a map of the business landscape; management has a firm foundation for establishing direction and making decisions as to sequence, priority, budgetary and resource allocations for future business improvement projects.

 Mapping the business landscape is neither complex nor time consuming; typically, assignments start out by mapping the critically important components of the business first; thereby enabling management to take advantage of quick wins.

Interested in learning more about the richness and value of the business landscape map? Please call or send me an e-mail (JBolden@TLIRGroup.com) noting your interest in scheduling a brief meeting.

P.S. If you are wondering how and why processes and information repositories would be created without making sure they fit together neatly and seamlessly – ask for a copy of my thought leadership text: ‘Information/Process Silos – The Bane of the Enterprise’

Extract: Thought Leadership Form – IPMS, Basle, Switzerland

September 2009 – All Rights Reserved