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COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Join author David Mondragon Tapia, as he responds to ISACA member questions beginning 20 April 2015. Add your questions by responding to this post!

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Can COBIT® 5 principles and enablers be applied to support strategic planning exercises?

Two years ago in Mexico City, work was underway at an organization that offers managed print services and document solutions. This organization decided to start an effort to reinforce its governance and management model, starting with strategic planning. For this organization, planning and strategic alignment, among their many different aspects, were something relatively new and out of practice, but necessary in order to continue organizational growth (which was greater than 10-12 percent annually during the preceding 5 years).

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RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Can COBIT 5 principles and enablers be applied to activities as strategic planning? Is Cobit 5 a complement or not? What do you think about?
David076Lively at 4/22/2015 8:15:16 PM Quote
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(Unrated)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Hi, You said:
Even when the organization started this effort, with the support of a specialized consulting firm, the executive groupand the organizational culture were not yet ready to adopt and adapt to these new concepts."

Could you please explain this more and  how do you convince the stockholders to apply cobit for their strategic planning?  
thnx
Alireza525Lively at 4/24/2015 11:39:59 PM Quote
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(1 ratings)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Hi there! :-) Sure!, will be my pleasure ... This customer started the strategic planning exercises as a recommendation from a relative (I mean, of the president or chairman) and also as a requirement to be fulfilled in order to participate in a "Best Companies Program in Mexico". As a matter of fact, this is a family company (mid-size). As none of these executives in this company were accustomed to or were familiarized with such kind of exercises, then they were in the necessity to hire a specialized consulting firm to start this effort. Another fact was that the chairman wanted to participate and be recognized as one of the "Best Companies in Mexico", so he set this idea as an executive goal. With these conditions, everybody was forced to work on the strategic planning exercise (as an obligation without conviction; they haven't clarified the benefits until this point). The final result this first year or attempt, was a strategic plan, huge, not very practical without any commitment from the executive team and with no effects or specific results among the troops. The objectives and goals were still unknown to the organization, the projects and efforts were isolated from department to department, and finally the organizational environment was very difficult (no collaboration among executives and no alignment with the chairman). The next year they decide to redo this exercise but with a different approach and dynamic. That's the moment when I jumped in the story. To redo the whole exercise, I set two principles: 1) Reutilize and learn from the past experience. 2) Find the former mistakes, identify the must critical of them for success, and propose a way to overcome them, without mentioning any framework, best practice, method, technique, etc. Just using simple language for the customer understanding. After this simple exercise they bought this idea, and then I started to talk about things like Cobit and other methods, tecniques, etc. With this achievement, they accepted to use the whole solution including Cobit, its principles and enablers. Then the story continuous... Do I answer your questions?
David076Lively at 4/25/2015 3:40:15 PM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Hi there! :-) Sure!, will be my pleasure ... This customer started the strategic planning exercises as a recommendation from a relative (I mean, of the president or chairman) and also as a requirement to be fulfilled in order to participate in a "Best Companies Program in Mexico". As a matter of fact, this is a family company (mid-size). As none of these executives in this company were accustomed to or were familiarized with such kind of exercises, then they were in the necessity to hire a specialized consulting firm to start this effort. Another fact was that the chairman wanted to participate and be recognized as one of the "Best Companies in Mexico", so he set this idea as an executive goal. With these conditions, everybody was forced to work on the strategic planning exercise (as an obligation without conviction; they haven't clarified the benefits until this point). The final result this first year or attempt, was a strategic plan, huge, not very practical without any commitment from the executive team and with no effects or specific results among the troops. The objectives and goals were still unknown to the organization, the projects and efforts were isolated from department to department, and finally the organizational environment was very difficult (no collaboration among executives and no alignment with the chairman). The next year they decide to redo this exercise but with a different approach and dynamic. That's the moment when I jumped in the story. To redo the whole exercise, I set two principles: 1) Reutilize and learn from the past experience. 2) Find the former mistakes, identify the must critical of them for success, and propose a way to overcome them, without mentioning any framework, best practice, method, technique, etc. Just using simple language for the customer understanding. After this simple exercise they bought this idea, and then I started to talk about things like Cobit and other methods, tecniques, etc. With this achievement, they accepted to use the whole solution including Cobit, its principles and enablers. Then the story continuous... Do I answer your questions?
David076Lively at 4/25/2015 3:40:15 PM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Hi, You said:
Even when the organization started this effort, with the support of a specialized consulting firm, the executive groupand the organizational culture were not yet ready to adopt and adapt to these new concepts."

Could you please explain this more and  how do you convince the stockholders to apply cobit for their strategic planning?  
thnx
Alireza525Lively at 4/24/2015 11:39:59 PM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Can COBIT 5 principles and enablers be applied to activities as strategic planning? Is Cobit 5 a complement or not? What do you think about?
David076Lively at 4/22/2015 8:15:16 PM Quote
You must sign in to rate content.
(Unrated)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Hi, You said:
Even when the organization started this effort, with the support of a specialized consulting firm, the executive groupand the organizational culture were not yet ready to adopt and adapt to these new concepts."

Could you please explain this more and  how do you convince the stockholders to apply cobit for their strategic planning?  
thnx
Alireza525Lively at 4/24/2015 11:39:59 PM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Hi there! :-) Sure!, will be my pleasure ... This customer started the strategic planning exercises as a recommendation from a relative (I mean, of the president or chairman) and also as a requirement to be fulfilled in order to participate in a "Best Companies Program in Mexico". As a matter of fact, this is a family company (mid-size). As none of these executives in this company were accustomed to or were familiarized with such kind of exercises, then they were in the necessity to hire a specialized consulting firm to start this effort. Another fact was that the chairman wanted to participate and be recognized as one of the "Best Companies in Mexico", so he set this idea as an executive goal. With these conditions, everybody was forced to work on the strategic planning exercise (as an obligation without conviction; they haven't clarified the benefits until this point). The final result this first year or attempt, was a strategic plan, huge, not very practical without any commitment from the executive team and with no effects or specific results among the troops. The objectives and goals were still unknown to the organization, the projects and efforts were isolated from department to department, and finally the organizational environment was very difficult (no collaboration among executives and no alignment with the chairman). The next year they decide to redo this exercise but with a different approach and dynamic. That's the moment when I jumped in the story. To redo the whole exercise, I set two principles: 1) Reutilize and learn from the past experience. 2) Find the former mistakes, identify the must critical of them for success, and propose a way to overcome them, without mentioning any framework, best practice, method, technique, etc. Just using simple language for the customer understanding. After this simple exercise they bought this idea, and then I started to talk about things like Cobit and other methods, tecniques, etc. With this achievement, they accepted to use the whole solution including Cobit, its principles and enablers. Then the story continuous... Do I answer your questions?
David076Lively at 4/25/2015 3:40:15 PM Quote
You must sign in to rate content.
(1 ratings)

RE: COBIT Focus - COBIT 5 Principles and Enablers Applied to Strategic Planning

Can COBIT 5 principles and enablers be applied to activities as strategic planning? Is Cobit 5 a complement or not? What do you think about?
David076Lively at 4/22/2015 8:15:16 PM Quote
You must sign in to rate content.
(Unrated)

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