The Better Way: Transformation principles for the
  • The Better Way: Transformation principles for the real world
  • Preface
    • Preface
  • Part I - The Big Picture
    • Introduction
    • Radical change
    • Rapid acceleration
    • Profound complexity
    • Part I Summary
  • Part II - The better way
    • Introduction
    • Principle one: Focus on customer value and adaptability
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle two: Technology excellence is the strategy
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle three: Choose product teams over project teams
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle four: Divide and conquer
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle five: Integrate governance, risk and compliance experts with product teams early and often
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Principle six: Measure what matters
      • Applying the principle in practice
      • What good looks like
      • Common failure modes
      • Final thoughts
    • Part II Summary
  • Part III - Micro-transformation
    • Introduction
    • Step one: Design effective cross-functional teams
      • How it works
      • Why it works
      • Final thoughts
    • Step two: Create immersive working environments
      • How it works
      • Why it works
      • Final thoughts
    • Step three: Implement the Starter Kata
      • How it works
      • Why it works
      • Final thoughts
    • Step four: Thin-slice the work
      • How it works
      • Why it works
      • Final thoughts
    • Part III Summary
  • Conclusion
  • Glossary
  • Endnotes
    • Endnotes
    • License
Powered by GitBook
On this page

Was this helpful?

  1. Part II - The better way
  2. Principle four: Divide and conquer

Final thoughts

One of the most critical exercises in digital transformation, and one of the hardest to change, is ensuring that budgeting or portfolio management is no longer a static annual or quarterly exercise, but an evolvable, ongoing process that seeks to answer the question, “How can we make the best strategic investments, given what we know today, given the value of our existing investments, and our current constraints?”

The reality is, that when operating in a state of constant flux, it helps to structure the investment portfolio in an adaptive way that allocates your talent mix appropriately and bakes unpredictability into the planning and initiative evaluation process. Budgeting is ultimately about moving your resources where they’ll create the most value. When you have high-performing teams in place, enabling them with resources when and as they’re needed most becomes the key goal of an nimble budgeting process.

PreviousCommon failure modesNextPrinciple five: Integrate governance, risk and compliance experts with product teams early and often

Last updated 3 years ago

Was this helpful?