For any IT strategy to be effective it must have measurable links to a business strategy - and it is here that many IT strategies fail. Oakleigh consulting with their wide experience in both business and technology areas across both public and private sector are accustomed to providing advice as to how best these links may be effectively put in place. Too often IT strategy is seen as a 'one-off' exercise - perhaps a refresh of last years strategy, with only the buzz-words changed to reflect a changing technology scenario.
This article is one of a special series of 14 commissioned essays MIT Sloan Management Review is publishing to celebrate the launch of our new Frontiers initiative. We already have semi-autonomous vehicles, high-performing manufacturing robots, and automated decision making in insurance underwriting and bank credit.
We have Strategy review that can beat humans at virtually any game that can be programmed. Intelligent systems can recommend cancer cures and diabetes treatments. We assume that the defined capabilities of algorithms are no match for the uncertainties, high-level issues, and problems that strategy often serves up.
Algorithms have long been used to identify specific sites for retail stores, and could probably be used to identify regions for expansion as well. A third piece of evidence that strategy is becoming more autonomous is that major consulting firms are beginning to advocate for the idea.
Other situations, however, will require that a human strategist take the wheel and change direction. Big-picture thinking is one capability at which humans are still better than computers — and will continue to be for some time.
Machines are not very good at piecing together a big picture in the first place, or at noticing when the landscape has changed in some fundamental way. Good human strategists do this every day. In a world of smart, strategic machines, humans need to excel at big-picture thinking in order to decide, for example, when automation is appropriate for a decision; what roles machines and people will play, respectively; and when an automated strategy approach their organization has implemented no longer makes sense.
There is a level of sense-making that only a human strategist is capable of — at least for now. This article was originally published on August 25, It has been updated to reflect edits made for its inclusion in our Fall print edition.This is where I shared ideas on business strategy and marketing, plus thoughts on leadership, creativity and productivity.
The company is now closed, but I continue to do work with clients. You are here: Home / Business Strategy / How To Carry Out A Strategic Business Review. Nov 19, · Find new ideas and classic advice for global leaders from the world's best business and management experts. Strategy& reviews.
A free inside look at company reviews and salaries posted anonymously by employees/5(). So in my last post about getting out of the trenches, I promised to give examples of how to run a strategy review meeting and an operational meeting. Determining the right strategy review meeting frequency is critical for success.
These questions will help you choose whether to review monthly or quarterly. RSGB Strategy. The RSGB launched its new five-year strategy in April and already it is having an impact on plans and activities across the organisation.