Delivering a business strategy is often the most complex challenge an organisation faces. It involves a myriad of elements interconnecting in a cohesive and planned manner to deliver the value expected from strategic goals. Elements include revenue/profit targets, achieving SLAs and ROI and implementing change programs.

There has been a lot of research undertaken on the challenges of implementing strategy successfully (Your Challenges), but the common thread is that most organisations do not deliver their strategy objectives and only 2% of leaders are confident that they will achieve 80-100% of their strategy’s objectives.

Give that there is always a cost associated with implementing strategy (financial, an executive’s reputation, market perception etc), the delivery success rate is quite sobering.

Having a clear and actionable line of sight between a strategy and the lowest common denominator that could compromise delivery is the “missing link” . That line of sight would include the associated strategic goals and how these flow down to must win battles, organisational and individual objectives, the key results expected from each objective and the plans to deliver them, key indicators that show how well those plans are being executed, and the specific issues, risks, dependencies, etc that could compromise those plans.

Quidita has applied literally 100’s of years of management experience within global organisations and government institutions to creat a solution that gives organisations the critical line of sight from strategy to the essential detail of execution and with a laser like focus on highlighting what requires immediate management attention today and what is likely to require attention in the future.

Quidita’s solution is ground-breaking and we do not believe there is anything comperable in the market today (Our Solution).

A Transformation programme within an organisation, as the name implies, is intended to make a significant change to an organisation, with many drivers ranging from corporate survival to growing market share or staying ahead of your competition.

Unfortunately there is often a difference in understanding about the value that a Transformtion will deliver and the challenges (and therefore support) that will be required to Transform, between executives and those directly involved in managing and delivering a transformation, . These differences are generally understood far too late in the life of a Transformation Programme.

A Transformation can be regarded as an organisation’s Strategy or a component of a Strategy, depending on the scope of the Transformation. Many Transformation programmes today are referred to as Digital Transformations, where organisations are trying to exploit the benefits that they beleive can brought to their organisation through the implementation of “digital” technologies and various forms of Artificial Intelligence (AI).

Transformation programmes generally result in organisations committing significant resources, both internal and often specialist external resources, for a significant period of time. The also tend to call upon impornat experience that an organisation does not normally maintain internally, such as designing and implementing new operating models (Target Operating Models), implementing digital and AI technologies, data science and change management. 

As transformation programmes generally take a relatively long time, organisational priorities may well change over the same period. Where this happens, our experience shows that effective Portfolio Management is rarely applied to ensure that the changes that are being effected by a Transformation Programme continue to deliver value that is relevant to the organisation.

While staggering in implication, it is perhapse not surprising that Transformation failure rates are quote by many as being in the region of 70%, and a study in the Harvard Business Review in 2022 stated that the average failure rate of Digital Transformations (DT) specifically is 87.5%. 

Quidita understands the underlying causes of Transformation failure (Your Challenges) and have implemented a solution to these challenges which is as ground-breaking as it is effective (Our Solution).

You may question why we bring out Audits, Regulatory and Compliance Reviews and general “Health Checks / In-flight Reviews” on Projects, Programmes and Portfolios on this page.

The reason is that the issues or points for improvement that these reviews raise are not always addressed in a timely enough manner that would satisfy the reviewer, auditor or head of compliance. In some cases, what is raised as an issue or a point for improvement may not be addressed at all.

The fact that review/audit issues and improvement points are ignored or missed often points to underlying issues with controls and governance in an organisation that, in addition to the issues that were raised, are contributors to why Strategies, Transformations, Programmes, Projects and other initiatives fail to deliver expected outcomes.

An element of Quidita’s solution to your challenges (Your Challenges) addresses the underlying problems, with focus on review/audit resolution performance and the effectiveness of various governance forums that should be supporting review/audit issue resolution (Our Solution).

In fact our solution has all the elements to automatically generate an Integrated Audit & Assurance Plan (IAAP) which is a common requirement in, for example, major civil engineering projects.

The question of will your project deliver the expected “product/output” is difficult to answer if a whole list of things are not in place, such as a plan, resources, an appropriate budget, relevant experts, an effective governance framework, scope management change control, effective risk management and so on. It is remarkable how often these essential aspects of manageing a project are not in place.

However, delivering the “product/output”, even if on-time and within budget, does not always mean success for the organisation. Questions like “is the project aligned to a strategic goal or objective?”,  “what value is this product/output going to deliver to the organisation”, or “what are the measurable benefits that are expected to be delivered, when will they be delivered and and will they be sustainable” are all critical questions that need to be answered before you can really say that you will get the Return on Investment (ROI) that you expect.

To answer the above, requires a level of maturity and associated processes that ensure that complete  business cases for projects are deleloped and aligned with the strategies, goals, objectives and key results that are expected to be delivered by organisation. It also requires that effective Portfolio management is in place to ensure that this alignment is maintained through to project completion and, if necessary, that appropriate measures are taken in a timely manner (such as suspending or stopping the project).

Equally, if the project delivers its “product/output”, ensuring that the benefits that were promised in the business case are actually realised, requires an on-going commitment to track them until delivery and take corrective action where necessary to ensure that they are delivered. This may require a significant change management commitment for a period beyond teh formal closure of the project.

Quidita’s founders and associates understand the barriers (Your Challenges) to achieving a project or programme’s intended ROI and have developed a comprehensive solution (Our Solution) comprising ground breaking technology supported by highly experience practitioners that can help you ensure that you deliver your expected ROI.