First Steps

Agreeing to do 'something' BIG?

All of us want to 'get on and do'. Most of us want to work out 'what' first, closely followed by 'how'. And of course, there is 'why'. But how many of us establish there is appetite to do something in the first place?

Perhaps the reader (a potential change sponsor) has heard about Business Integrated Governance through the Praxis Framework or the Core P3M Data Club, or has joined our thought leadership groups, or simply found us from search or recommendation? Perhaps BIG concepts can help their organisation scenario? What next? 


First - a short general discussion. If we consider a tactical project within a single domain it makes sense to engage local stakeholders, but there is the option to impose change (of absolutely necessary!). For collaborative projects that deliver across domains, imposition may not be a (final!) option. For strategic projects, there may well be integration across domains and up / down domains, meaning key stakeholder support is vital. Some of us may have to fight to get our project taken on, and may succeed - but maybe we didn't get engagement from the stakeholders we needed on board to be successful. Gotchas emerge, stakeholders lament they are really not consulted, and wonder 'why did you do it that way'. Ouch!

What many of us therefore see is general reticence to start anything complicated or cross domain. It's just not worth it. Much easier to be parochial and affect what I can control, right? (Ouch again). This is not good culture.


Perhaps instead we need to think about putting our best foot forward to see if there is solid ground - before we just start running.


Within the Toyota Production System – and Japanese culture itself – the word Nemawashi ('Ne' - roots 'Mawashi' - around) has come to mean an informal process of laying the foundation and building a consensus of opinion before making formal changes to any particular process or project. It starts before any requirements, any vision, any build - yet it is a step that so many miss out before significant change projects.

The trouble is - this can take a lot of time, and perhaps not reach a decision point at the end of it.


Not surprising then that many dive into the details of what how or why before understanding if there is simply appetite to do something. We will, of course, at some point need a requirement and a solution design - but firstly - can you establish the will to make one? For example, can we even identify who has pains for who we can see gains in possible solutions?


Busienss Integrated Governance needs buy in from a coalition of very senior stakeholders to be successful. There has to be appetite to do something amongst the key, success-determining stakeholders - the informal process of laying the foundation and building a consensus of opinion is therefore VITAL.


We need to run Nemawashi in organisations that have become reticent to us it. Is this an impasse? NO!

Our approach is different. We can facilitate the informal process and bring it to conclusions. We relate the BIG concepts, approach and value quickly to a client scenario full of key stakeholder pains and aspirations. Does the BIG concept fly, and is there a coalition that wants to do something - before anyone gallop off and starts fighting for a solution.


The Deepteam "First Steps" consulting package helps you define and confirm appetite for change across relevant stakeholders, and help you be an 'intelligent customer' for what may follow.


For a specific example of the use of "First Steps" for improvement of strategy delivery - click here 

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