This one-pager summarises how I can help organisations increase their effectiveness through better business alignment and outcomes.
Read more about my approach, my experience and check out my CV.
1. Close the gap between strategic goals and execution
Where I’ve done this: FTSE 100 company transformation programme
What I did: With the leadership team, we co-created vision statements, which we mapped to strategies and KPIs. Set-up execution teams, with backlogs faithful to leaders’ direction. I helped ensure strategies were continuously assessed to deliver innovations and breakthrough ideas.
2. Create a high-level portfolio view of an organisation’s or department’s strategies and activities
Where I’ve done this: UK Newspaper department
What I did: I facilitated a quarterly portfolio process which prioritised goals and dependencies. I used this as a mechanism to update the leadership team (including CIO), and involved them in guiding the execution teams’ alignment and trade-off decisions.
3. Evolve mindsets and ways of working to help deliver business outcomes
Where I’ve done this: FTSE 100 senior managers and teams
What I did: Often starting with training, I described the impediments typical of a traditional organisation which hampers innovation and competitiveness. I coached individuals to develop a business outcome focus. I introduced principles and ways of working based on agility.
4. Reduce the delay between alignment effort, execution and return-on-investment
Where I’ve done this: FTSE 100 senior managers and team leads
What I did: I highlighted where the lack of buy-in resulted in delayed execution and delayed ROI. I created forums which allowed stakeholders to understand where they could remove impediments to increase execution and competitiveness.
5. Co-evolve governance process that promotes innovation and execution
Where I’ve done this: FTSE 100 transformation department
What I did: I co-created a governance structure that ensured individuals were constantly aligned, with collaboration and synchronisation across the department. Teams had the necessary authority to make decisions that promoted learning and execution.
6. Kick-start aligned and autonomous product teams
Where I’ve done this: FTSE 100 transformation department
What I did: I worked with leaders to set-up cross-functional teams. Teams had the right skills and autonomy to ensure the least amount of delay. Other disciplines and processes were re-orientated to support the teams, such as governance for small frequent budget cycles.
Some of the organisations I’ve supported.
Elevator Pitch
In today’s rapidly changing world, organisations face increasing uncertainty, and greater potential to excel. In this context, to ensure organisations outlearn and out-compete the competition, I advise and support leaders to execute potentially fundamental improvements to their organisation.
As a Business Agility Consultant and Agile Coach, I support leaders and departments to ensure the right investments help their organisation continuously adapt to changing customer demand.
In order to capitalise on market changes, I help leaders and teams determine and implement the right balance of activities, strategies and the best ways of executing. This enables new innovations, and it enables improvements to current operations, products & services.
Business Agility is an enterprise-wide approach to rapidly sense and respond with the right business initiatives to benefit the organisation and its customers.
Dean Latchana
My ideal client
- Household name organisation
- In a competitive market
- The leadership team has recognised the need to change, are willing to explore new opportunities and ways of working, and need my support to execute them
- Opportunity to support business agility across the organisation, not exclusively technology
- UK or global engagements
- Competitive contract position or consultancy engagement
