Biz DNA Overview | The Value Enablement Group, LLC. | United States

Prioritization & Governance

ANALYZE, PRIORITIZE, EVALUATE, ALLOCATE

Prioritization & Governance

ANALYZE, PRIORITIZE, EVALUATE, ALLOCATE

Prioritization & Governance

ANALYZE, PRIORITIZE, EVALUATE, ALLOCATE

"Fluid" Prioritization

Due to the dynamic nature of change, prioritization is no longer a discrete process that is performed at the front end of lifecycle development. Continuous change requires ongoing monitoring of external and internal inputs that can impact one project or many projects (even entire portfolios and beyond). Governance needs to be married to prioritization and elevated to support a more fluid process. Portfolio managers have to embrace a more dynamic model capable of aligning, rationalizing, and prioritizing initiatives to address the following impacts (partial list):

Risk (Data, Security, Operations, ...)
Budgets & Funding
Resources (employees & vendors)
Products & Services
Customers & Partners
Commitments (contracts & promises)
Strategy & Operations
Stakeholders (shareholders are but one)

Is it any wonder why decision makers, subject matter experts (SMEs), and executives are involved in so many meetings ? The current approaches are not scalable and you can't apply Agile to just work faster.

We can help you work smarter (not harder) so you can balance the above list of challenges. Some of the assistance includes:

Selection of technologies to harmonize the inputs
Data modeling and process design
Integrate Prioritization & Governance
Shift from discrete prioritization to continuous flow
Prioritization modeling and business case evaluation
Issue & Defect Management

Portfolio Management Across the Continuu

"Feel the flow"

Explore a new way to prioritize your investments.

"Fluid" Prioritization

Due to the dynamic nature of change, prioritization is no longer a discrete process that is performed at the front end of lifecycle development. Continuous change requires ongoing monitoring of external and internal inputs that can impact one project or many projects (even entire portfolios and beyond). Governance needs to be married to prioritization and elevated to support a more fluid process. Portfolio managers have to embrace a more dynamic model capable of aligning, rationalizing, and prioritizing initiatives to address the following impacts (partial list):

Risk (Data, Security, Operations, ...)
Budgets & Funding
Resources (employees & vendors)
Products & Services
Customers & Partners
Commitments (contracts & promises)
Strategy & Operations
Stakeholders (shareholders are but one)

Is it any wonder why decision makers, subject matter experts (SMEs), and executives are involved in so many meetings ? The current approaches are not scalable and you can't apply Agile to just work faster.

We can help you work smarter (not harder) so you can balance the above list of challenges. Some of the assistance includes:

Selection of technologies to harmonize the inputs
Data modeling and process design
Integrate Prioritization & Governance
Shift from discrete prioritization to continuous flow
Prioritization modeling and business case evaluation
Issue & Defect Management

Portfolio Management Across the Continuu

"Feel the flow"

Explore a new way to prioritize your investments.

"Fluid" Prioritization

Due to the dynamic nature of change, prioritization is no longer a discrete process that is performed at the front end of lifecycle development. Continuous change requires ongoing monitoring of external and internal inputs that can impact one project or many projects (even entire portfolios and beyond). Governance needs to be married to prioritization and elevated to support a more fluid process. Portfolio managers have to embrace a more dynamic model capable of aligning, rationalizing, and prioritizing initiatives to address the following impacts (partial list):

Risk (Data, Security, Operations, ...)
Budgets & Funding
Resources (employees & vendors)
Products & Services
Customers & Partners
Commitments (contracts & promises)
Strategy & Operations
Stakeholders (shareholders are but one)

Is it any wonder why decision makers, subject matter experts (SMEs), and executives are involved in so many meetings ? The current approaches are not scalable and you can't apply Agile to just work faster.

We can help you work smarter (not harder) so you can balance the above list of challenges. Some of the assistance includes:

Selection of technologies to harmonize the inputs
Data modeling and process design
Integrate Prioritization & Governance
Shift from discrete prioritization to continuous flow
Prioritization modeling and business case evaluation
Issue & Defect Management

Portfolio Management Across the Continuu

"Feel the flow"

Explore a new way to prioritize your investments.

Anticipate, Innovate, Accelerate

Managing Complexity & Accelerating Change

What is the Biz:DNA© ?

Every organization relies on the same 4 building blocks to plan and implement change to achieve a new desired future state of capabilities:

Strategy (plan change)
Execution (implement change)
Operation (deliver improved value)
Measurement (monitor & analyze change)

We have created a set of models, services, and disciplines to help companies anticipate, innovate, and accelerate their response to change and complexity.

Designing Your Digital Twin

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A digital twin provides a company with an ability to run simulations, find root causes, and analyze the impact of changes that occur in the organization or from outside forces (in real-time and simultaneously).

We help clients design, build, and build a scaffolding for a digital twin that sits atop their existing data and systems, with minimal disruption to normal operations so they build a progressive ability to anticipate, innovate, & accelerate to sense and respond to the accelerating pace of change.