September 2019
Intermediate to advanced
256 pages
6h 14m
English
Content preview from EDGE: Value-Driven Digital Transformation
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
Chapter 7. Integrating Strategic and Business as Usual Portfolios
Chapters 4, Building a Value-Driven Portfolio, and 5, Measuring and Prioritizing Value, introduced you to the Lean Value Tree (LVT) and Measures of Success (MoS), focusing primarily on strategic goals—namely, making your way toward a digital enterprise. If you are lucky, maybe 10 to 20 percent of your budget can be spent on strategic initiatives. The other 80 to 90 percent will go toward activities that are typically labeled Business as Usual (BAU). Even if you plan to spend, say, 15 percent of the budget on new initiatives, short-term demands and the raw magnitude of the BAU budget will often pull resources away from your new initiatives. This is another area where it takes courageous ...
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