The Best Practices Enterprise Philosophy

So, how does a company position itself to respond to the changes that the era of business globalization holds in store? Certainly, we can attempt to define the next “big thing” in strategy development. But, if we fail in our attempt, and most of the time such attempts fail, we will not deliver the value that stockholders seek. Instead, why not return focus to the fundamentals, much like a slumping athlete would when trying to return to world-class form?

By embracing what might be called a “Best Practices Enterprise™ Philosophy” that focuses attention on sound fundamentals, businesses can begin to introduce new, and extend existing programs, that position them to be nimble and quick, while still growing and evolving into broad-reaching and highly profitable organizations.

From my perspective, the seven most essential best practices have been identified. There are no silver bullets among them, but, together they form an indispensable strategic underpinning that can make the difference between long-term success and failure for any organization within the new epoch.

The seven business programs that comprise the Best Practices Enterprise™ Philosophy include:
· Program-Centric Strategic Planning
· Resilient IT Architecture Design
· Results-Focused Communications
· Portfolio-Based Project Management
· Uninterrupted Business Redesign
· Cross-Cultural Workforce Inclusion
· Continuous Employee Improvement

We’ll explore each of these and their related issues and challenges in the future, so stay tuned!



PS — If you would like a copy of my latest book on this subject, visit the link below:

2 thoughts on “The Best Practices Enterprise Philosophy

  1. For our organization, the pragmatic approach in implementing Best Practices has helped us focus on what is imporant, and for me, a the executive accountable for IT, it has been invauable. One of the most important outcomes of our engagement as a Best Practice organization has been the deeper connection between IT and the Business. As a client, we estabished a ‘resiliant’ IT Architecture Program. To support the ongoing care and feeding of thi program, business leaders and IT leaders meet monthly, in the form of an ‘IT Architecture Review Panel’.At these Review Panel meetings, executives and front-line leaders from across the organization are involved in the critical decisions to how IT successfully aligns to our corporate strategy, how IT resources are allocated, and finally how IT successfully enages with opther critical program implementations across the organization.The IT Architecture Review Panel focuses on the following:• IT Investments (Cap-X/Infrastructure)• IT Release Allocation (IT Project Portfolio Management)• Release Management (Maintenance & Enhancements)• Information Management & Security (Audit-focus)• Emerging TechnologyTo further deepen the IT/Business relationship, our IT Architecture Review Panel meetings are supported by 1×1 Client Advocacy monthly meetings. To support this model, a representative of the ITL (IT Leadership) team is assigned to be the single point-of-contact for each executive team member. The meetings began as a 1×1 exchange with each executive, and an ITL rep, but have fostered into much more rich and open discussions with all business unit directors/managers to engage in active dialogue to improve their business domain. This ‘Client Advocacy’ meeting allows the ITL rep, to raise issues that may not be warranted to raise in the larger IT Architecture Review Panel meetings.Finally, the IT Architecture Review Panel meetings have developed a great interaction between the BA Manager — who leads the Business Analysts — in order to facilitate improved dialogue on the importance of getting IT strong business requirements documentation to build better IT products, shorten the product-to-market cycle, and facilitate business to IT communication.


  2. It has been terrific working on this with you. Your firm has all the makings of a Best Practices Enterprise. The IT Architecture plan that was built there, is a model for how best to do it. We engaged the business, while developing a long-term roadmap for IT. Along the way, we were able to establish the needed policies and procedures to keep the two parts of the organization working in unison. Great to hear from you and thanks for your contribution.


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