Bookable event:
Beyond Siloed Leadership: how Integrated Governance enables good decisions
3rd and 4th November, online events
Article prepared by:
David Dunning – lead author, Business Integrated Governance
Partnering with Brad Jackson (cordin8) and Chris Bragg (Road 2 Purpose)
Most organizations don’t struggle because they lack strategies, plans, projects, measures, risk registers, or governance meetings. They struggle because these elements live in silos - spread across different functions, systems, and management processes that don’t naturally connect. This is siloed leadership: leaders making decisions from fragmented information, inconsistent assumptions, and partial views of the organization.
When leadership operates in silos, each decision is shaped by a different perception of the organization’s priorities, commitments, risks, and performance. Information must be repeatedly reported, aggregated, and interpreted, while critical relationships and dependencies remain hard to see.
The result is slower, conflicting, or less effective decision‑making - and a persistent gap between strategic intent, operational reality, and delivery.
ACME Insurance Companies (a pseudonym) encountered important aspects of this problem and undertook a significant transformation. It connected corporate goals, departmental objectives, portfolio choices, projects and individual contribution. It introduced clearer accountability and gave leaders better information with which to prioritise investment, allocate resources, address delivery problems and make decisions.
Its story provides practical evidence of the difference integrated organisational governance can make.
The event uses the ACME journey as its starting point. It then asks what an organisation would need today to establish an enduring governance capability connecting purpose, strategic intent, accountability, decision-making, investment, operations, value creation, change, risk, performance and learning.
The aim is not to create another reporting layer or audit compliance. It is forward-looking and designed to enable better decisions across and down the organisation, with sufficient context to better understand their consequences and sufficient connection to translate them into coordinated action. Better decisions and better implementation.
Together, these elements offer a systematic vision for moving beyond siloed leadership towards better decisions, stronger and earlier strategy realisation and improved organisational results.
Join us at one of our online presentations to hear how ACME Insurance Companies moved from visible organisational pain to systemic diagnosis, leadership commitment, a connected response and measurable change.
Agenda
Could this be your organisation?
ACME and the strategic drivers
Diagnosis
The response ACME adopted
What changed?
What next?
Compare its strategic drivers with your own, learn what enabled the organisation to act, and explore how you might begin a proportionate journey towards better-connected decisions, delivery and performance.
What is driving change in your organisation - and what should your first step be?
Spend a few hours discussing this with us? Deepteam is delighted to offer free half day consultations to organisations that want to explore their issues / opportunities, to visualise what an integrated operating model for strategy delivery will look like (one aspect of which is prioritisation), and how to build a roadmap and outline business case.
We offer the opportunity to increase strategic outcome delivery, with more agility, efficiency and effectiveness.
Learn about how we engage:
If you would like to know more about the connection of strategy to delivery - and how to align maintain alignment between purpose evaluation, strategic envisioning, planning and prioritisation, and delivery against strategic and operational objectives - think BIG:
If you would like to read more about how cordin8 software provides the connective tissue fro integrated governance, read here:
Enablers
- Clarity of Purpose(s)
- Strategic Process
- Integrated Governance Framework
- Information and Data Capability
- Business Support - to operate the Strategic Process and Integrated Governance
Technology
- Corporate RAID
- Document Library
- OKR Platform - Viva Goals
- Prioritisation tools
- Milestone Planning
- Resource Planning
- Finance Planning
RAID - Risk, Action, Issue and Decision
OKR - Objective and Key Results
Culture Change
- Current State Assessment - of current capability
- Periodic Review of Purpose, Business Drivers
- Enabled people
- Working Strategy Operating Model
- Adopted Strategy Information Model
- Operation of Integrated Governance
- Fair Accountability
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