Known Knowns

Known Knowns

The greatest danger to the success of any business initiative lies in the “unknown-unknown” space, that stuff that we are not aware of that could potentially derail our project eventually destroy the return on investment of our endeavour.

Typically an organisation will establish a business case for a large capital-intensive IT project based on only a few criteria, with the technology aspect having an unreasonably high proportion of the business attention.

During the design, development, build and deployment phases of a typical IT project life-cycle the opportunities to accommodate business critical issues and avoid unforeseen pitfalls reduce considerably as the project progresses.

The BOI feasibility process helps “flush-out” the unknown-unknowns early on by testing the varied areas of opportunity deployment against all components of the business enterprise.

However, typically the corporation can not only be unaware of major risks to the eventual return-on-investment, the organisation can even be wilfully ignorant of high-risk areas, the “unknown-knowns”, refusing to openly discuss and mitigate well known issues that can and often do impact business initiatives.

The BOI process, coupled with DBS training seminars on emotional cognitive distortions, can safely highlight and identify corporate issues before they become a serious barrier to project success.

Due to the size and disparate nature of large organisations it is not unusual to have a project or business initiative impacted by “known-knowns”, that information that was actually known by the enterprise but not communicated in a timely manner or to the right person, hence the old saying “the left hand doesn’t know what the right hand is doing”.

By involving representatives from all significant stake-holder parties the business initiative can be protected right from the start. The BOI collaborative process provides a vehicle for communication flow that is tracked deliberately via our unique collaboration maps, highlighting “hub-n-spoke” key roles and changing the communications style to a more “cross-role” “spider-web” interactive model.