• Login

Strategy: What is it? HOW to develop ACTIONABLE plans – free Webinar

This website has been superseded
by our NEW Website at
please redirect there to learn about our
robust strategic and quick attack planning


Warm regards,


Dr James A Robertson

Articles by James A Robertson and Associates

SNw 004 What IS Strategy?
Created by James on 6/13/2013 2:31:48 PM

"Strategy" is a word that is widely used.

Frequently it is used to refer to strategems, devious plots and similar

Most organizations struggle to define their strategy succinctly in one short phrase, or at all




In the last three issues I outlined some key considerations in terms of the essence of competitiveness and how to measure it in a way that could be used to bring competitive intelligence to bear on operational data.

Competitiveness and competitive advantage are the essence of strategy and the determination of strategic drivers and the formulation, implementation and operationalization of strategy are a vital part of real competitiveness and therefore success and growth in the years ahead.

This issue will examine what the term "strategy" is about and look at the views of a few "guru's in the field.


What IS Strategy?

Sixteen years ago I wrote a paper on the importance of aligning information technology investments with strategy.

At the time I thought that it would be useful to include a concise definition of strategy but after several hours of frustration and three pages of military metaphor I found that, while I thought I was clear about what I meant by the term "strategy", I could not offer a concise definition.

In the intervening years I have studied the work of various world authorities on the subject and have continued to debate with myself the essential meaning of the concept and term "strategy".  I offer the following insights for your consideration.


Strategy is Frequently to be Discovered NOT Invented

As I considered the concept of strategy, facilitated strategic analysis and design workshops and advised organizations regarding the strategic fit, and frequently lack of fit, of their information technology investments, I eventually came to realise that in general strategy is to be discovered NOT invented.

Strategy is the essence of how an organization succeeds, how it competes, how it is different from its competitors and it is present at some level in any organization that has existed for any length of time, particularly in organizations that are thriving or have thrived at some time.

As I inspected failed strategic plans, 90% of which fail to achieve any lasting impact, and considered my own and others facilitation efforts, I came to the realization that strategy is generally to be discovered NOT invented.

Organizations that succeed frequently do so because a group of human beings collectively and intuitively formulate an initial strategy, frequenly without formal facilitation or even formal discussion.

Organizations that start to fail frequently do so because the collective intuitive understanding is diluted or lost resulting in wrong turnings being taken.

This raises important questions about how one discovers strategy and how one formulates plans that honour and comply with it.


Multiple Views of Strategy

Because strategy is so abstract and so conceptually vast there are numerous authoritative views on strategy, its formulation and its execution.  However, casual examination of these different authoritative views suggests that they are not all referring to the same reality.

In practice, because of the abstractness of strategy, these views are each distinct specific views from different perspectives and the reality is a holistic integration of these views.


Strategy and Information Technology

Strategy is a "soft", abstract, cognitive concept, it is the essence of why an organization exists.

Computers are enormously fast adding machines that add noughts and ones and switch between options.

Computers are "stupid", they only do what a human being tells them to do, even when the human being makes a mistake.

Accordingly, information technology investments are amongst the harshest critics of strategic plans and are quick to recognize strategic misalignment in I.T. implementations.

One of the major factors in many of the I.T. investment failures that I have investigated during my career have stemmed from a failure of the people implementing the computer systems to understand the strategy of the organization.

Because of the rigour required for undertaking major long term I.T. investments I have, over the years developed methods of analysis which support this requirement.  StratNews seeks to share these insights with you over time.


Strategy and Tactics -- Malcolm McDonald on Strategy

Professor Malcolm McDonald, Professor of Marketing Planning at Cranfield School of Management defines strategy as "doing the right things" and tactics as "doing things right".

He states that the right things are determined by customers and markets who pay for products and services at profitable rates.

An organization that "does the right things well" will thrive whereas an organization that does the right things but does them poorly will survive.

An organization that "does the wrong things" will die, it is simply a matter of how quickly.  If it does the wrong things well it will die fast and if it does them badly it will die slowly.  This definition is profoundly important to understanding why strategically misaligned I.T. and other projects can destroy a business.


Michael Porter on Strategy

Professor Michael Porter, a widely recognized authority on strategy, states that:

"Strategy is the creation of a unique and valuable position involving a different set of activities"


"Strategy is making trade off's in competing, and choosing what not to do"

Porter also states that strategy is NOT "the Internet or any technology".


Michel Robert on Strategy

Robert defines ten "strategic driving forces": product, user, market, technology / know-how, production capacity or production capability, sales / marketing method, distribution, natural resources, size / growth or profit.

Robert states that every organization should have ONLY ONE of these as driving force, the others, while most exist in every organization, are managed within the context of the strategic driving force.

Robert has developed an impressive set of tools around this concept.


Strategy is NOT a Forecast or Objective

McDonald states that strategy is NOT a forecast, a forecast is an extrapolation of the past into the future based on current activities.

Strategy is also NOT an objective.  A strategic objective is the position in the future that the organization aspires to on the basis of planned future change.


What IS a Strategic Plan

A strategic plan is the path to competitive advantage, it is a realistic trajectory of continuous improvement within business constraints taking account of the forecast and objective future positions.

Fundamentally a strategic plan is an exponential curve tangential to the current organizational state and direction -- the ability of human beings to change is a fundamental constraint on business change.

Strategic plans must be future focused and actions and projects are the mechanism whereby an organization brings about change towards the objective -- such projects MAY include information technology investments.

Michael Porter states that "the essence of strategy is integration - the ability to see in a complex holistic way".


Historical Differentiators

As reported in the January 2006 issue of StratNews, the differentiators of past decades have included:

  • 60's Production
  • 70's Sales
  • 80's Finance

The 90's and 2000's present an environment characterised by excess supply which a single business division cannot solve.  A boom such as that of the 60's is unlikely! and strategic issues are therefore vital.


Future Differentiators?

The World Competitiveness Report and other authorities state that the future differentiators of business will include:

- Effective, market focused strategy

- Effective utilization of the human resource

- Effective management decision making

This requires appropriate information in order to make the right decisions and is one of the reasons why creative and effective application of information technology is a significant opportunity at this time.


Market Focussed Strategy

The concept of market focus and strategy go hand in hand -- it is the people who are customers for the products and services of the enterprise that determine whether its strategy is viable or not.

The natural process of selection by customers, users or voters ensures that those organizations that comply with the true needs of people are the ones that survive and thrive.  Previous issues of StratNews have discussed how these concepts can be applied and noted that true competitiveness is a gut response of buyers to their personal internal assessment of value.


Strategic Constants and Variables

The comprehensive strategic landscape of an organization comprises strategic constants such as why it exists, its essential value proposition, its strategic driving force, its values and other enduring properties.

Many authorities hold that the essence of strategy is constant for decades.

There are also variables in the strategic environment, factors which change progressively over time.  These items are NOT the strategy of the organization but they interact with the strategy to create the living impulses of the organization in response to its environment.

Strategic variables include the strategic vision and objective (where are we going) and specific measures of the strategic context such as owner, market, supplier, external and internal environmental, strategic capability, governance and other factors.

Measured individually but in context and viewed through the filter of the core strategy and core drivers and conditioned by the strategic objectives of the organization these variables provide the information on which an informed planning process can build -- as set out in previous issues.

This, in turn, if taken through a systematic process of analysis and design will result in short, medium and long term plans that can be translated into long range competitive advantage.

The fact that few organizations apply this sort of rigour and rely on "seat of the pants" navigation potentially represents a major opportunity for organizations wanting to differentiate themselves at the next level provided they combine this with effective intuitive leadership.


What is NOT Strategy?

Strategy is NOT strategems (wheeling and dealing or manipulation), it is NOT a way of doing things or a method or a way of running projects or operating a business.

Strategy should NOT change every year and it is certainly NOT three days at a conference venue once a year.


What the Organization Will NOT Do

The overall strategic context of an organization can, and according to some authorities, should include a statement of the things that the organization will NOT do and, at the very least, effective strategic governance will ensure that every opportunity is filtered through the essential strategic definition and be excluded if it is not a good fit.


What IS the Essence of Strategy?

Strategy is multifaceted, complex, abstract, holistic, it requires cognitive thinking to define, describe and translate into action, it describes the essence of the market forces that impact the business and how the business interacts with the market in order to succeed and plans to interact with the market in the future.

Strategy impacts every facet of the organisation.

YET the essence of strategy is concise and simple.

Most authorities hold that the essential strategy of an organization should be expressed in at most a short statement.  The challenge is to find that short statement.

Once found, it will frequently be found to be an intuitive "blinding glimpse of the obvious".

In one case study the strategy of a highly successful airline in the United States is summarized as "bums in seats, planes in the air".


Who Should Know Your Strategy?

There is a school of thought that says that an organizations strategy should be known only by a select few, the senior executives.

Another school of thought says that an organization does NOT really have a strategy until it is known by every staff member down to the person who sweeps the floors AND by your competitors.

The essence of the latter view is that it is essential for your whole team to pull together and, since strategy embodies the essence of how your organization came into existence and has succeeded in competition, your competitors must have a different core strategy, otherwise the two organizations would NOT exist independently -- they would merge.


Strategic Alignment

If you don't know where you are going, any road will get you there!

Strategic alignment is about defining where the business wants to go and then aligning all activities to support the business to reach that destination.

Strategic alignment of information technology is absolutely vital.


Conclusion -- What is Strategy?

Strategy is the essence of why an organization exists and how it thrives.


Attached Files
What IS Strategy?
The comment feature is locked by administrator.
Sort by:

Random Selection of Articles by Dr James Robertson

Web 01 Simple steps to increase the strategic value from your ERP investment

Video discussing simple techniques that can be applied to drastically improve the strategic decision support information yield from your existing Business Information Systems
Web 04 On-Line Seminar (Webinar) on Presenting On-Line Seminars

This presentation discusses the preparation and presentation of on-line seminars
Cnf 087 Critical factors for strategic business improvement success

A discussion of the factors that give rise to general business improvement success drawing on my experience with business information system and ERP projects
SNw 049 Strategic Essence: The Missing Link: Part 4 -- The Essence should be the Point of Departure

The strategic essence of the organization should be the point of departure AND the focal point of every business information systems project -- THIS is the component of the business that should be jealously protected, strengthened and enhanced and it is the part of the business that is most vulnerable to bad decisions and botched projects

Subscribe to our StratNews newsletter

Click here to send us an email subscribing to our free newsletter -- all articles posted by James Robertson will be emailed to you

Dr James A Robertson PrEng The ERP Doctor

Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

Dr James A Robertson -- has been involved in the effective application of Business Information Systems, including but NOT limited to ERP, since 1987 and in the profitable and effective use of computers in Business since 1981.

Drawing on a diversity of experience, including formal military training in Quick Attack techniques at the Regimental Commander level, Dr Robertson has developed highly effective methods of investigating any sub-optimal Business Information Systems situation -- be it an established system or a stalled project or any other source of Executive frustration -- quickly and concisely diagnosing the root cause of the problem and prescribing concise practical actions that Business Executives can effectively act on see the Pulse Measurement page and also the Sample Reports page for redacted real reports.

He has also developed highly effective methods of strategically enriching systems to unlock the full potential of existing investments, see the Precision Configuration page and couples this to architecting small pieces of clever software that harness the full potential of your investment, see the Software page.

If you are having problems with your systems, your project or your IT Department, call The Business Systems Specialist

Business System Failure is RIFE -- we offer insight into why this happens AND WHAT is required to prevent it.

Failure is at epidemic levels with massive damage done to client companies -- if you are NOT aware of the extent of the problem please visit the About Failure page for a catalog of major failures running to billions of Pounds and Dollars.

All evidence indicates that the established players do NOT know how to deliver stable, reliable high value solutions that WORK.

There HAS to be a better way!

This website provides information relating to that way with a large collection of white papers, presentations, standards documents, etc that you can use to start bringing the situation under control

We also offer high level advisory services with regard to the application of the principles advocated on this website

We offer an ENGINEERING APPROACH to addressing these issues

Click here to read more about the Engineering Approach

By Engineering I mean the formal, structured, highly disciplined, highly systematic, highly practical approach that consistently delivers results in ALL areas of human endeavor where formally trained and certified engineers are the ONLY practitioners permitted to operate -- think large buildings, factories, motor vehicles, aircraft -- highly complex systems that work at a level that we take it for granted that they WILL work and where failure is all but unthinkable and, when it happens, attracts immediate public attention and rigorous investigation directed at ensuring that such failures are prevented in the future -- in fact, everything that the management consulting industry that implements complex software systems is NOT

This approach is discussed further on the Engineering Approach page.

Book -- The Critical Factors for Information Technology Investment Success

In 2003 I undertook an in-depth analysis of all the information and experience that I had gathered with regard to the factors giving rise to Business Information System failure including ERP and general IT and classified this information into a number of categories including "The Factors Causing Failure" and "The Critical Factors for Success" based on this I developed a two day Course "The Critical Factors for Information Technology Investment Success" which is still offered today.

Based on this I wrote the book of the same name, which is available in electronic form here for download:

Connect with James Robertson on LinkedIn

James has a very detailed profile on LinkedIn should you require further information about him.

You can also connect with him on LinkedIn at http://www.linkedin.com/in/DrJamesARobertsonERPDoctor

James has an open networking profile -- click on "Connect" and use email address James@LinkedIn-at-JARA.com.

Contact Us

You can contact us on

Email: James@James-A-Robertson-and-Associates.com

LinkedIn at http://www.linkedin.com/in/drjamesarobertsonerpdoctor

Facebook at https://www.facebook.com/james.a.robertson.393

Mobile: +44 (0) 776-862-2875

Landline: +44 (0) 207-059-0007

Fax: +44 (0) 844 774 4580

Articles by James A Robertson and Associates

There is a large body of white papers, articles and other content produced by Dr James Robertson available on this website

Please click here to visit the detailed listing of articles

Random Selection of Articles by Dr James Robertson

SNw 044 Robust Procurement: Part 1 -- Introduction

An overview of a robust business information systems procurement method designed to ensure that a robust and enforceable contract is entered into before a project commences
Std 008 Procurement: 00e File Table of Contents

The tender documents are issued in one or more large files, this is the table of contents for the file
Web 04 On-Line Seminar (Webinar) on Presenting On-Line Seminars

This presentation discusses the preparation and presentation of on-line seminars
Cnf 067 Improving your strategic involvement in the business by actively engaging in the day to day running of your I.T. Systems and ensuring an effective I.T. Infrastructure is in place

Enabling executives to better understand their Information Technologies and thereby bring more effective governance to bear, addresses the direction that IT is taking, the basis for replacing systems and many other subjects

Cnf 046 Insourcing -- Restructuring the IT Department for Better Business Focus and Increased Effectiveness --Armscor Case Study

Case study of a strategic planning project undertaken to develop a customer service focused IT Strategy for the Armaments Corporation of South Africa, the project used strategic marketing concepts to research business user, business requirements and concerns and convert these into a strategic action plan that was measurable and actionable thereby strengthening the position of the IT Department as a partner with the business

ArticleTagCloud for Articles Published by James A Robertson and Associates

7 steps to FIX your ERP      80:20 regarding software replacement      aborted projects      abstract      abstractness      accounting      actionable      adjudication      Advantage Data Transformer      advisory      agreement      all possible classifications      all reports      all software elements required      all spreadsheets      all tasks required to execute the project      Alpha Omega      analysis of data      analytics      animation      answers to the questions we have NOT yet thought to ask      Armscor      arrogant ignorance      art of strategic business information system project leadership      ASCO      attendance register      attorney      audit      audit cost reduction      bankrupt organizations      basis for achieving alignment      basis of payment      basis of pricing      better way      bid adjudication      bid adjudication score sheet      bid compliance      bid compliance checklist      bill of materials      bill of services      BIS      BIS failure      BIS success      boots in the mud      BPM      BPM dangerous      BPM distracting      BPM ineffective      brainstorming      break it until it does NOT break anymore      break it until it will NOT break any more      budget      budgeting      business engagement      business executives      business improvement      business information system      business information system failure      business information system success      business information system taxonomies      business information systems      business information systems procurement      business information systems projects      business integration      business intelligence      business intelligence models      business knowledge and experience      business participation      business process      business process mapping      business requirements focused      business requirements specification      business simulation laboratory      business systems      business systems laboratory      business understanding      by the book      care      case studies      case study      CEO      CEO -- project leader communication      CEO as custodian      CEO definite views      certificates      challenges      challenging presentations      change facilitation      change for strategic reasons      chart of accounts      classification schemes      clever software      client changing scope      client compact      clinical codes      coaching      Cobol      COBOL CAN be retained      Cobol still viable      code schemes      coding conventions and standards      cognitive span      collapse      communication      competitive advantage      competitive advantage through precision configuration      competitiveness      compiler      complexity      compliance      compliance checklist      comprehensive testing      Compuware      conference speaking      conferences      confidentiality      configuration      consultant NOT delivering what required      contract      contract certificates      contract law      contracting      contractors      corporate planning      cost      cost-quality-time      CPT 4      CPT4      critical factors      critical factors for IT investment success      critical factors for success      critical factors for technology success      critical human foundation      critical issues      critical issues analysis      critical requirements      CRM Risk Control      cubic business model      custom development      custom software      customer focused      data      data content      data engineering      data entities      data warehouse      DB2      definitions      design against failure      design and development      design for success      determination of strategic essence      determining strategy      diagnostic code      diamonds in the dust      differentiated      differentiation      diffusion of innovations      discovery      dislike of failure      dispute resolution      do NOT change systems because of alleged software redundancy      do things competitors could NOT do      document pack      Dr James A Robertson      Dr James A Robertson PrEng      dramatic benefits      dramatically improved strategic management information      driver of success      Dunning-Kruger effect      ease of use      economic collapse      economics      effective communication      effectiveness      efficiencies      efficiency      efficient filing of emails      eliminate light bidders      email      engineer against failure      engineered data      engineering      engineering approach      engineering approach to strategy      engineering failure      engineering laboratory      engineering services      engineering solution design      engineering techniques      enhance differentiators      enhance the differentiators      enhancing the value of your present investment      ensuring project success      enterprise resource planning      ERP      ERP configuration      ERP failure      ERP procurement      ERP success      ERP taxonomies      ERP value      essence IS different      essence of business      essence of the business and how it thrives      ethics      examples      exceptionally bad code design      executive briefing      executive briefings      executive custody      executive decision support      executive engagement      executive forum      executive frustration      expose hidden agendas      facilitation      factors causing failure      factors causing IT investment failure      factors causing technology failure      factors to manage for success      failure      failure to address soft issues      fashion      file table of contents      Financial Information System      financial information systems      financial management      fixing your ERP      focus for projects      folder design      foundation for delivery      full training      functional entities      future      Gantt Chart      gap analysis      general ledger      George Paton      go-live      go-live certificate      governance      governance = care      governance failure      group consolidation      Group Consolidation Chart of Accounts      growth      gut feel factors      hand holding      harshest judge of governance      hate failure      head count reduction      health management software      hierarchies      high level requirements      high road      high value      high value implementations      high value solutions      high value systems implementation      highly effective chart of accounts      holistic view of solution      how do you achieve executive custody      how the organization differentiates itself      how to      how to do it      huge opportunity      human foundation      hype      Hyperion      IBIS      ICD 10      ICD10      importance of executive custody      improved management information      in-box rules      incremental enhancement of existing systems      ineffectiveness      inefficiency      information required from third party suppliers      information technology      information technology failure      Information Technology Strategy      information technology success      Informix      in-house courses      innovative software solutions      innovator      inside head of CEO      insightful      instructions      intangible      integrated business information system      integrated view of business      integrity      intelligent data      interactive training material      interview      invitation to bid      isolated CEO = explosion      IT      IT and strategy      IT Audit      IT failure      IT governance      IT lies      IT management      IT mythology      IT non-performance      IT people who lie      IT personnel socialization      IT procurement      IT projects that fail      IT strategy      IT systems      IT systems procurement      IT the harshest judge of governance      James Robertson      Jof Nelson      key performance indicators      Kirsten Speer      knowledge management      laboratory      lack of an engineering approach      lack of precision configuration      lack of strategic alignment      lawyer      leadership      legal agreement      legislation      lies      list of required software      listen carefully      litigation      logical entities      loss information      low road      loyalty      MacDonald      maintain code schemes      maintenance      maintenance management      Malcolm McDonald      management      management information      managing contractors      manual      marketing hype      master data      master data classifications      master test data      mature facilitation      mature facilitator      measurable      measures of alignment      mentoring      Microsoft Outlook      misrepresentation      missing link      mistique      morals      Munich      mystique      mythology      new future state      New South Africa      no drill down      non-disclosure      NOT classic project management      obsolete is a fashion statement      obsolete software      old software IS viable      once software works it always works      on-line seminars      opportunities      opportunity to turn the economy around      organizing Microsoft Outlook      orientation of IT staff      own business experience      passion to enable clients to thrive      people are part of the system      personality matrix      planning      platform for a tough contract      precisio      precision      precision configuration      precision configuration advisory      precision configuration leadership      precision data      precision taxonomies      Predictive Index      preparatory steps      prescribed table of contents      presentation technique      presentations      preventing failure      preventing falure      preventing project failure      pricing      principles      problem statement      procedure code      process      processor ignorant of language      procurement      procurement timeline      professional speaker      Professional Speakers Association of Southern Africa      profitability      programming languages are for the programmer      project facilitation      project leader      project leader -- CEO communication      project leadership      project management      project management IT project management      projects      prove it works      PSASA      psychology      psychometrics      public conferences      public presentations      public speaking      Pulse Measurement      quality      REAL issues in Business Information Systems      REAL value      recognizing failure      redaction      reduced audit costs      reduced head count      reference documents      Reg Barry      regulatory body      relationship Almighty      relationship orientated      remediation of existing systems      Rennies Group      reports      reports not reliable      request for proposal      requirements specification      results orientated      RFP      right things      rigorous process      rigorous strategic planning      risk management      Robert Priebatsch      robust business information systems procurement      robust business systems procurement      robust contracts      robust procurement      robust solutions      SAICE      SAP ABAP is similar to COBOL      scheduling procurement      scientific professional      score sheet      screen design      seminars      SEPT      service orientated      Service Orientated Architecture      simple techniques to enhance business information systems value      simulation      sloppy configuration      SOA      socialization      software      software assets      software design      software does NOT wear out      software is instructions for the bricklayer      software schedule      software specification      software specification standards      solution experience      solution knowledge      South Africa      South African Institution of Civil Engineering      speaking      Spirit Led      standards      strategic      strategic advisory      strategic alignment      strategic analysis      strategic analysis and design      strategic business improvement      strategic custom development      strategic definition      strategic discovery      strategic driver      strategic driving force      strategic engineered precision configuration      strategic engineered precision taxonomies      strategic essence      strategic financial information      strategic gap analysis      strategic governance      strategic information      strategic management      strategic management information      strategic plan      strategic planning      strategic project leader      strategic snapshots      strategic software      strategic solution architect advisory      strategic solution architect leadership      strategic solution architecture      strategically designed chart of accounts      strategy      strategy defined      strategy focused planning      Strategy Snapshot Toolset      StratGap      StratSnap      strengthen differentiators      structured analysis      structured chart of accounts      substantial management information      succeed by engineering against failure      success      successful deployment      survive      system knowledge and experience      table of contents      tailored presentations      take notes      taxonomies      taxonomy      taxonomy software      technology      technology failure      technology issues      technology management      tender document pack      tender pack      tender pack table of contents      test data      testing      The Critical Factors for Information Technology Investment Success      the Critical Factors for Success      the essence of the business      the essence of the business and how it thrives      the essence of the organization and how it thrives      the factors causing failure      the first hour      The REAL Issues in Business Information System success      things right      third party suppliers      third world countries      thrive      time      tipping point      tough certificates      tough contract management      tough contracts      tough procurement      tough terms      training      training material      treatment code      understanding of data      understanding the engineering approach      Uniface      unlocking value      use different languages for new components      V3 Consulting Engineers      validation data      value      versus process      video      webinar      webinars      weighted factors      what is executive custody      what is strategy      what is the essence of this organization and how does it thrive      what to do      where is IT going      why executive custody is required      why the organization exists and how it thrives      why your business information system is NOT delivering and HOW to FIX it      why your ERP is NOT delivering and how to fix it      workflow      writer     

Search Articles

Table of Contents


About Dr James A Robertson PrEng -- The Business Systems Doctor -- and Other Topics

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

About my relationship with the Almighty Creator, Yah the Eternally Self-Existing

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

Executive Custody -- What is it and HOW do you get it?

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

The Critical Factors for Business System (ERP+) Investment Success in the Pulse Measurement

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

Survival of the fittest – why it makes sense to measure the pulse of your business

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports


Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

Strategic Essence: Part 4 -- The Essence should be the Point of Departure

Strategic Essence: Part 5 -- Discovering Strategic Essence

Strategy -- the Essence of the Business: What is it and how do you develop actionable strategic plans?

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

Part 2 -- Bill of Services, Laboratory, Go-live Certificate, etc

Part 3 -- Executive Engagement, Bid Compliance, Adjudication and other matters

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

Highly Structured Strategic Chart of Accounts -- a Vital Element of your Corporate Information Arsenal

The Product Catalogue -- an Essential Element of any Precision Configuration

Attributes -- answers to the questions you have NOT yet thought to ask

Case Studies of Notably Successful Projects with high value Precision Configuration

092 Doing things differently and better -- ASCO Case Study 2-- BPM Summit 2013

088 Strategic ERP Invesment -- ASCO Case Study -- Service Management Conference and Exhibition Africa

026 Information Architecture and Design of FIS for Rennies Group -- Financial Information Systems Conf

018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf

011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

Simple Steps to increase the strategic information value yield from your Business Systems Investment

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

Part 2: Why Use JAR&A, Required Knowledge and Experience, Cubic Business Model and Chart of Accounts and Taxonomy Software

Part 3: How to do it, Case Studies and White Papers and other References

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

Why your ERP/BIS is NOT delivering and HOW to FIX it

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited