• 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.

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.


Requirements Management
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
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.


Enterprise Architecture (EA)
Making decisions about Enterprise Architecture requires a framework for assessing delivered value. The Balanced Scorecard provides four correlated perspectives that assess business value and guide the development of EA toward delivering optimal business value.

Focusing the IT investment portfolio on business priorities connects Enterprise Architecture activities to business strategies through Project Objectives, Critical Success Factors and Key Performance Indicators. These connections reveal the value of IT to the business. They build the cause-and-effect connection between IT activities and subsequent business outcomes. The result is a “line of sight” connection between the needs of the business and the fulfillment of these needs by IT.