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Our strategic consulting services will guide, inform and assist your company on the journey to becoming a Strategy Focused Organization. Such an organization will:
- Translate strategy into operational terms;
- Align your organization with proven strategies;
- Make strategy a part of everyone's job;
- Make strategy a continuous process; and
- Mobilize change through leadership.
Balanced Scorecard (BSC)
Balanced Scorecard (BSC) is both a measurement and a management tool that enables organizations to clearly articulate their vision and strategy, translating them into executable goals, critical success factors and key performance indicators. BSC provides feedback from internal business processes and external outcomes to continuously improve strategic and tactical performance.
When fully deployed, the Balanced Scorecard transforms strategic planning from a boardroom exercise into the guiding principles of an enterprise. Our BSC practice is based on four processes:
- Translate the strategy into operational goals;
- Communicate the strategy and link it to corporate, executive and individual performance;
- Validate the business plan against the performance measures of the strategy; and
- Leverage feedback and insights to adjust the strategy to the reality of the business.
Organization Change Management (OCM)
The failure of most IT strategies starts with the inability to execute the strategy as an organization. Closing this execution gap starts with our Organizational Change Management process, or OCM. Implementing an organizational structure that identifies clear accountability for delivering IT value to the stakeholders is the fundamental core of our initiatives.
Our OCM process moves your organization forward, starting with transformational recommendations and culminating into tangible modifications that confirm change is taking place. This process improves operational excellence and keeps you on the path toward becoming a Strategy Focused Organization.
Effective organizational change starts and ends with strong leadership that remains focused on a vision and offers compelling reasons for change. This kind of leadership will ensure the organization will understand and embrace the vision, and work to promote it via the required actions, behaviors and support.
Human Resources Management (HRM)
Our Program and Project Management and Business Analyst Competency Assessment combines all three of the core focus areas, People, Process & Technology into a single, comprehensive toolkit that will help support your organization's strategic project delivery goals and objectives. The Lewis & Fowler PM Competency Model clearly defines the minimum required project management behaviors and deliverables appropriate for your team. A detailed Portfolio Analysis reveals the number and complexity of your projects - and the types of PMs you need to deliver them successfully, on time and on budget.
Requirements Management (RM)
Systems requirements explore solutions to your business problems, while avoiding premature commitment to a specific design. Eliciting your true business and technical requirements is a creative process wherein it becomes clear what the system will do, but not how it will be done.
Lewis & Fowler consultants have field experience in the requirements management process in a variety of business and technical domains. We act as intermediaries between the users and the development organization. This approach develops requirements around business value streams early in the process.
Tracing requirements to technical, performance and operational perspectives of the system — without constraining the solution — leaves room for the designers to provide innovative, customized solutions while providing a foundation for delivering future value to the business.
Business Process Modeling (BPM)
The modeling of business processes connected to the delivery strategies of the business unit is the basis of our Business Process Modeling approach. By connecting the business processes to goals and objectives, using a Value Stream Map, our consultants can identify key strengths and weaknesses of the existing work processes, and then, pinpoint changes required to improve these activities.
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