Strategic Alignment

In recent years, the strategic focus has been to modernise technology (Data/Cloud) and improve the ways-of-working with software increasingly present in the value chains. As every organisation needs to dedicate effort to the same themes, it started to sound like Memes. Yet, knowing where to focus enables to make the best use of capacity and focus on differentiated value-add. It is the role of strategy. 

Organisations have generally underestimated the importance of strategy in Digital and the need to approach it differently. Because we are dealing with virtual elements, it is essential to visualise and contextualise the value chains. As the people doing the work know much more the ins and outs of the software, and need to operate with more autonomy, it is essential to involve the whole system through strategy deployment. 

Strategy shaping

Challenges to address

Digital is profoundly changing the field of strategy. Classic strategic framework (mostly created in the 1960s) cannot accommodate the pace of change and connectedness of Digital.

Businesses falling behind tend to seek templated quick solutions from the Advisory ecosystem, which in turn challenges their ability to adopt those effectively. Playing catch-up will only allow to stay afloat temporarily. More needs to be done to develop in-house competencies to stay ahead in the Digital race and a faster moving world.

Henko's approach

A new landscape calls for a new approach. We have developed specific methods and canvasses to help formulate suitable approaches in the Digital landscape.

We are also a recognised specialist in Wardley Mapping. We educate your teams to mapping and facilitate the shaping of the strategy through a series of workshops. Wardley Mapping is a very extensive framework for visualisation of value chains and clarity of the Digital landscape and patterns.

Our programme covers:

  • Education to Digital strategic patterns

  • Education to strategy mapping (Wardley Maps)

  • Landscape mapping

  • Climate / Inertia / Movement

  • Deep dive in the operating patterns

  • Strategic scenarios and plays

  • Connection of strategy, organisation and execution

Services Deployed

  • Workshop facilitation

  • Systemic coaching

  • Training to Digital Strategy using Wardley Maps

  • Digital canvasses 

  • Digital Advisory

  • Digital situational awareness

  • Value chain visualisation / alignment

  • Strategic coherence to the context

  • Clarity of approach

  • Positioning the industrialisation, effectiveness and innovation agendas

  • Organising for the context

  • Identification of Digital strategy plays

Client stories

The UK Government Digital Services was one of the early places where Simon Wardley used and developed Wardley Maps.

It was an honour to be invited to train GDS' Product Owner community to Wardley Maps. We also kick-started a procurement initiative with a custom training to Wardley Maps, in support of clarifying the landscape of digital procurement best practices and with a view to promote reuse.

Strategy Deployment

Challenges to address

Strategy deployment is a misunderstood practice. Most organisations tend to focus on execution roadmaps instead. Roadmaps do not work when the pace accelerates: Too much rigidity and a focus on delivery rather than outcomes. It is incompatible with an agile aspiration. 

Henko's approach

sThe Strategy Deployment process aligns congruently the day-to-day execution to the strategic needs. Involving the people into Strategy Deployment is supporting the strategic alignment as well as enabling emergent thinking from the whole work system.

Our programme covers:

  • Identifying the fractal parts of the system where a strategic cycle should exist

  • Kick-start the strategic discussions with the relevant teams

  • Facilitate the details of strategies, measures, execution

  • Establish alignment and emergent flows between the fractal and systemic parts

  • Set the review cadences and facilitate the on-going refreshes

Services Deployed

  • Advisory - System relationship mapping

  • Workshop facilitation

  • Systemic coaching

  • Training to Strategy Deployment and xMatrix

  • Digital Advisory

  • Congruence from strategy to execution

  • Alignment of people in the process

  • Clarity of intent

  • Development of autonomy

  • Avoiding rigidity

  • Enabling agility and pivots

  • Coherence across the system

Client stories

A large bank reorganised to a product based organisation using value streams (as opposed to a project-based organisation). With a view to create identity of the value streams, we engaged with the multiple parts of the system in a strategic process. The overall systemic coherence was held by the product strategy. The fractal parts of the system  took guidance from it (alignment flow) and contributed to it (emergent flow). The process developed much autonomy and initiatives in the teams. It informed the strategy better and enabled a clearer view of the work in progress and the need to balance it.  

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Henko Limited, Registered in England and Wales under Company Registration number 10910832

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