Business Integrated Governance (BIG) enables management of the journey from Main Board Opportunities, Threats, Imperatives and Goals (OTIGs) to Objectives for change, Targets for operation and Challenges for innovation (OTCs) and back again.
It uses Change Portfolios to translate Objectives into roadmaps to deliver benefits, key results and strategy attainment.
It supports Operations Heads working towards their Targets from Business Plans and ensures our "change" and "run" workstreams are balanced and prioritised.
It enables Product Directors to join up the development and delivery aspects to their portfolios combining information from BAU and Change sources.
It recognises that we have many tools and many methods for delivery, and that one size absolutely does not fit all, recognising programmes, projects, and workstreams as means to deliver finite and continuous outputs.
To achieve Business Integrated Governance, a business will be clear about its organisation structure, have mapped its workloads, have clear accountabilities and governance arrangements, have effective MI capabilities, reliable information integration, harmonised support and assurance. It also has adequately defined lifecycles, suitable methods, effective tools, a reliable culture of operating cycles and (of course) capable people.
To fill the gap between where an organisation is and where it would like to be requires a coordinated programme for change to improve people process, technology, data and organisation.
The following pages introduce the 'why', 'what' and 'how' of Business Integrated Governance.