Delivery

Steering.

From strategy on paper to strategy in action

Why a governance model?

Designing strategy is often energising. But as soon as execution starts, the issues of the day take over: operational urgencies dominate, 'today' wins over 'tomorrow', and strategy loses its steering power. What is often missing is a way of steering that systematically connects daily work and strategic ambition.

Our approach.

Organisations always steer along two lines: realising daily performance (run) and driving renewal (change). Because both lines need their own pace and rhythm, we align them in a governance model that fits the strategy, culture and ambitions.

We start with a short diagnosis of current governance. From there we design the governance model together with the management team, in focused work sessions. We then translate the course into concrete choices and actions per team, using a fitting framework such as OGSM. At the same time we explicitly set up governance for larger changes, so strategic initiatives land in a manageable way and at the right pace.

"What I found strong is that Jester Strategy understood us straight away, despite the complex material. They sensed exactly where our need was and translated that into an approach that worked directly in our practice."
Bas de Wit, Arbo Unie

What makes our approach unique?

  • โ€ขIntegration of run and change in one governance model
  • โ€ขProven methodology (OGSM) as the backbone
  • โ€ขIterative and interactive: workable in practice
  • โ€ขEmbedded in the planning and control cycle
  • โ€ขClear roles and responsibilities at every level

What does it deliver?.

One rhythm, one language and one way of steering. The organisation stays predictable in operations and agile in change. Strategy becomes a continuous steering process.

Frame ยท Annual rhythm

Plan
Do
Adjust

Run

  • โ€ขDaily performance
  • โ€ขOGSM as annual plan
  • โ€ขDoing and adjusting sessions

Change

  • โ€ขFundamental renewal
  • โ€ขProject portfolio (PPM)
  • โ€ขShort-cycle working

Result

P&C cycle: assurance, accountability and adjustment

Getting started: four phases.

  1. 1.Diagnosis. Map current governance: rhythms, roles, friction points.
  2. 2.Design. Design the governance model with the management team in work sessions.
  3. 3.Translation. Translate the course into choices and actions per team (via OGSM).
  4. 4.Embedding. Anchor in the P&C cycle with fixed rhythms and decision moments.

When is a governance model relevant?

Strategy does not land in execution

Run and change collide

No shared rhythm of planning and adjusting

Roles and responsibilities are unclear

The organisation is professionalising or scaling up

Need for one language for steering at every level

References

Delivery in practice.

Delivery knowledge base

Blogs & articles.

Ready for the next step?

Plan a no-obligation introductory call. We are happy to think along with you about your strategic challenge.

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