Delivering a business strategy is often the most complex challenge an organisation faces. It involves a myriad of interconnected elements that must align seamlessly to achieve strategic goals such as revenue and profit targets, meeting SLAs, and implementing change programs.

Research indicates that a staggering 70% to 90% of strategies fail to meet their objectives. Moreover, only 2% of leaders are confident in achieving 80-100% of their strategic objectives (see: Your Challenges).

The missing link is a clear, actionable line of sight between strategy formulation and the granular factors that could impede delivery. This encompasses aligning strategic goals with must-win battles, organisational and individual objectives, expected key results, execution plans, performance indicators, and identifying potential issues, risks, and dependencies.

Quidita’s CONNECT is able to address this gap by providing real-time, AI-driven insights that illuminate these critical connections, empowering organisations to navigate complexity and drive successful strategy execution.

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.