Once the vision became clear, we articulated it in such a way to be outcome driven, developing a detailed strategy and the outcomes that they wanted to see.
This was about understanding where they were now, looking forward a few years to where they needed to be, and then drawing a line back towards today and asking what are the capabilities that need to be built in order to achieve this leap?
Together we defined the important success criteria; we will be doing this and our KPI’s will look like this. They were mainly positive future statements, but there were some negative ones – we will no longer do that. Identifying how they could be enabled or disabled by the adoption of technologies.
We started to build targets, objectives, and road-maps with timelines to deliver them, so we could start to communicate what those outcomes look like to the rest of the organisation. A change of direction needed to be articulated very clearly to everyone.