Ocg Strategy

Overview 07/18/2005 04:13 PM
Business Case | Contracts | OGC Gateway™ | Performance | Procurement | Programme | Project | Requirement | Risk | Strategy
Overview
Download printable version
Issues covered during this stage

What are business strategies?
Why manage strategically?
What is strategic thinking?
Elements of strategies
The stages of strategy development
Synopsis
This section deals with what strategy management is and why it is done. It goes on to develop an outline of strategic thinking, the components of a strategy and how it is developed.
Version 1.00
Principles Guidance People involved:
What are business strategies? Business strategies are typically made up of a number of key
Senior manager
components:
Strategic planners
Business strategies express how the organisation will meet the
the business objectives
challenges that face it. They set out how organisations will meet the
challenge of providing better services, often in innovative ways, to
strategies for finance, HR, IT, estates
meet the rising expectations of the citizen. Business strategies form the
Documents required:
framework that enables the organisation to cope with the turbulence of
a governance framework
the modern world, where priorities change suddenly, uncertainty about
the future is the norm, and the pace of change is ever-accelerating. --
Why manage strategically?
Useful techniques:
Without strategy, the organisation faces the risk of:
--
failing to deliver
unclear aims and objectives, making it hard, or impossible, to

tell whether the organisation has been successful Guidance/Briefings:
fragmented decision-making: different areas of the organisation Strategic management

work in different ways; decisions are conflicting; it is hard to
prioritise and review projects and programmes Setting Direction-An overview
fragmented IT and communications (ICT) provision
people issues: staff question the value of their work, in the

absence of an understanding of how it contributes to the 'big
picture'
lack of organisational learning: failures are repeated, lessons

are not learnt.
What is strategic thinking? The attributes of successful, effective strategic thinking are:
an ability to see the 'whole picture'

Developing and managing a business strategy cannot be regarded as
a mechanistic task that can be undertaken according to a rigid
creativity
formula. Developing a strategy, and maintaining it through strategic
management, is a creative activity, requiring skills often described as
scenario generation and evaluation - the consideration of many
'strategic thinking'.
possible 'futures' for the organisation
the ability to deal with ambiguity and uncertainty
the ability to identify strategic issues.
Elements of strategies These elements are listed in the order in which they will be
created during the strategy development process.
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/overview.html Page 1 of 2
Overview 07/18/2005 04:13 PM
Creating a strategy means clarifying, creating and refining the following

Some issues facing the organisation may involve complex
elements:
issues such as:
strategic vision: a blueprint for change, expressing: the need to provide e-business services
the desired future for the organisation the need for joined-up service delivery
its desired position in relation to its business an uncertain future and/or rapid change.
environment
the outcomes it wishes to bring about - both within the

organisation and in its dealing with customers.
strategic issues: the challenges facing the organisation
strategic themes: the areas of business activity in which the

organisation needs to engage to meet the challenges posed by
strategic issues
candidates for action: possible ways forward to realise each

theme, to be prioritised and progressed
The stages of strategy development These stages are covered in more detail in the following
sections of this workbook.
The three stages are:
The first three stages will normally be undertaken by a
nominated 'study team', who will require particular skills to
stage one: business analysis analyse the business as it stands and consider new directions
for the future. Strategic management is a task for senior
looking in detail at the issues facing the organisation, management, and requires their commitment.
how things are currently done
Strategic thinking is not the same as planning. As it progresses,
strategy development gradually moves from synthesis,
creativity and divergent thinking to analysis, quantification and
stage two: identifying the direction for the future convergent thinking (planning).
deciding the state that the organisation should move

towards
identifying strategic themes
stage three: high-level planning
translating strategic themes into candidates for action
deciding which candidates should be progressed
building an implementation profile to help management

decide how to proceed
strategic management
implementing programmes to progress strategic themes
reviewing the strategy to keep it relevant
Previous section | Next section Other sections: Overview

Stage 1: Business analysis | Stage 2: ID the direction of the future | Stage 3: High level planning
Strategic management | Governance
Back to top
OGC Successful Delivery Toolkit™ 2005 // Version 5.00
© Crown copyright 2005. This is a value-added product that falls outside the HMSO Core Licence.
Please refer to OGC's conditions of use for the Toolkit. Please also refer to OGC's Policy on Intellectual Property.
Freedom of Information requests must contact the OGC Service Desk via telephone on 0845 000 4999.
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/overview.html Page 2 of 2
Business analysis 07/18/2005 04:09 PM
Stage One: Business analysis

Overview of the business environment
Identifying strategic issues
Synopsis
This section deals with the first stage of the process, an analysis of an organisation’s business and its priorities. Through determining what makes the business tick it is possible to
identify strategic issues and opportunities for change and development.
Version 1.00
Overview of the business environment From preliminary information gathering comes an initial view of Senior manager
the business environment, describing the following aspects of
the organisation: Strategic planners
Business analysis is the first stage of strategy formulation. The
objectives of this stage are:
products and services provided Partners / suppliers as appropriate
to determine the objectives and priorities of the business structure and management Consultants providing independent
advice
to understand the current and future business and the policies business elements
of the organisation
business functions and processes, and how they relate
to establish the scope for change as a result of strategic to each other Documents required:
thought
relationships - with partners, customers and suppliers --
to determine the strategic issues that must be addressed
the issues facing the organisation, and other external
to think in a divergent and radical way about how things could areas of constraint or pressure
be done. Useful techniques:
basic assumptions regarding future direction
--
an initial view of the options and potential for change
Guidance/Briefings:
Diagrams may help to clarify these descriptions and the links
between them. Managing change
Business analysis is not an exact or structured science. The Business requirements

underlying thinking is concerned with gaining an understanding
of the way in which the business of the organisation has been,
and will be, conducted, and of the imperatives and constraints
acting upon it. Many different perspectives may be called for -
each providing an understanding of a different facet of the total
picture.
It may be that the views of customers, focus groups,

stakeholders or consultants are useful in forming a balanced
view, particularly if the study team (or whoever carries out the
work) feels 'too close' to the organisation and unable to be
impartial about its strengths and weaknesses.
In some cases, up to 50% of the resources and timescale

assigned to the process could be spent on this stage.
Identifying strategic issues You now need to make a provisional list of the issues that
must be addressed in the strategy. These issues will form the
basis of the strategic themes developed in the next stage.
Having assessed the business of the organisation and what 'makes it
tick', the next step is to look in more detail at the issues facing it. The questions here include:
what are the problems - and opportunities - facing us?
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/businessanalysis.html Page 1 of 2
Business analysis 07/18/2005 04:09 PM
how are we going to deliver on our commitments

(PSAs etc)?
what cross-cutting initiatives must we play a part in?
how could we improve our services to our customers,

businesses we deal with, or other end users?
what new directions do IT and e-business open up for

us?
do we manage our information as well as we could?

Does information help management make informed
decisions?
could communication - within and beyond the

organisation - be improved?
what needs to change in our culture and attitudes?
are we going to need new skills?
if we stay on our current course, where will we end up?
Answering these questions and those in the previous section

should give a clearer picture of where the organisation is and
what needs to change. See the briefing on managing change
for more details.

Back to top
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/businessanalysis.html Page 2 of 2
Identifying direction for the future 07/18/2005 04:13 PM
Stage Two: Identifying direction for the future

Finding new directions
Identifying strategic themes
Defining the vision for the future
Synopsis
This section deals with setting the new direction for the business. These changes can then be grouped into thematic, or related, changes. These themes can be drawn together to
express where we want to be in the future.
Version 1.00
--
Finding new directions The tasks carried out in this stage are:
exploring possible new ways of doing things and

The purpose of this second stage is to identify the direction for the changes to business processes
organisation's future plans for business change. This stage is Documents required:
characterised by a transition from divergent to convergent thinking: identifying strategic themes to address the strategic
from considering the issues that face the organisation to defining the issues already identified at the previous stage --
themes for the activity that will deal with those issues.
considering the implications for IS architecture and IT
provision of the new direction
Useful techniques:
defining a vision expressing the future state of the
organisation --
making a business case to justify the new strategy to

management.
Guidance/Briefings:
Identifying strategic themes For the strategy, themes may be expressed in terms of
Identifying the direction for the future
significant changes or developments required in various areas:
Identifying strategic themes is about determining what will shape the
high level results (policy outcomes, fulfillment of PSA)
future direction of the organisation .Themes can be regarded as the
'strategy success factors' - the things which the organisation must get
working with others
right if it is to achieve its objectives.
new ways of working
better services.
It should be possible to express the essence of the strategy in

no more than four to six broad themes. The description of each
theme will include:
the reason why it is strategically important
the strategic issues it helps to address
the main changes or developments which the

organisation will expect to achieve within the theme,
and the direction in which this theme will take the
organisation.
You should confirm with business management that the

identified themes are appropriate to take forward as the basis
for high level planning.
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/identdirect.html Page 1 of 2
Identifying direction for the future 07/18/2005 04:13 PM
Defining the vision for the future It can be difficult to produce a meaningful and useful vision
statement. The statement should avoid the extremes of:
The vision summarise the desired future for the organisation; it
a bland high level 'vision' that could apply to almost any
expresses 'where we want to be' in relation to the business success of
organisation
the organisation. It indicates the areas of significant change and the
desired outcome of such changes and developments.
a detailed catalogue of specific planned developments,
which increasingly becomes invalidated as
circumstances and implementation plans change.

Back to top
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/identdirect.html Page 2 of 2
High level planning 07/18/2005 04:12 PM
Stage Three: High level planning

Introduction
Identifying candidates for action
Selecting candidates for action
Prioritisation
Implementation profiles
The strategy statement
Synopsis
This section deals with mapping out future as a high-level plan, taking into account the total requirement for change, any resource implications and prioritisation of the candidate
programmes or projects designed to move the business forward. All these elements are then summarised as the strategy statement.
Version: 1.00
Introduction The tasks carried out in this stage are: --
identifying candidate projects (or programmes) to

This third and final stage of strategy formulation deals with mapping
realise each strategic theme
out the future, in the form of high level plans. Choices are made about
the total requirement for change, resource implications, and Documents required:
selecting and rejecting candidates for action
prioritisation of the candidate programmes and projects.
prioritising the selected candidates, perhaps holding --
some over for later attention
constructing an implementation profile (or choice of

profiles) for the chosen set of candidates, detailing Useful techniques:
implementation issues such as timescales, resources,
and risk --
finalising the strategy statement, the key deliverable of

the strategy cycle
Guidance/Briefings:
constructing businesses cases for high-level plans.
Programme management
Business and supporting strategies

As decisions are now to be taken about the allocation of
Planning and estimating
resources within the organisation, staff from outside the study
team will be involved more closely than they have been up to
this point.
Business management leads the planning activity, with support

from the study team.
Identifying candidates for action As a first step in breaking down each broad theme into
candidates for action, you should address the following
questions for each theme:
For each strategic theme, it is necessary to identify ways in which to
make the changes or improvements required, or to move the what are the practical options for addressing this
organisation in the desired direction. This involves the search for theme?
candidate projects to realise the themes . Dividing strategic themes
into possible projects, each with some sort of definition of potential what are the barriers to realising the options, and how
benefits and resource implications, is an important step in moving from might we overcome them?
divergent to convergent thinking.
what major proposals might help achieve them?
what major actions with existing staff and resources (as

the starting point) must be taken within the next year or
so to make essential progress on this theme?
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/highlevelplan.html Page 1 of 3
The answers to these questions will lead to the identification of

a number of projects that could contribute to each theme.
Selecting candidates for action As a first step, it should be possible to eliminate some of the
candidates for action at this stage as being inappropriate or
infeasible. They should be left for future reference.
Once a list of candidates for action has been created, those that will
actually be progressed must be selected.
Each of the remaining candidates should then be scoped in
terms of:
estimated resources and costs
the outcomes or benefits that each would realise
risk
the implications for IT infrastructure and support
the implications for IS strategy and supporting

strategies
dependencies (on other organisations, other

candidates, other parts of the business)
constraints on timing
other calls on resources from existing commitments.
It may be that some candidates are 'tactical', short-term, or

non-strategic. Such candidates should, as part of their plans,
include statements about the way in which they are expected,
eventually, to fit into the organisation's strategy. There may be
interim solutions until a more strategic solution is practicable.
Prioritisation To prioritise candidates for action, it is necessary to gather

information and evaluate each candidate according to carefully
considered criteria. Examples of these include:
An essential part of organising candidates for action into high-level
plans is prioritisation. Prioritisation may also be useful at earlier stages
degree of necessity (mandatory, desirable or optional)
of the strategy creation process, for instance when considering which
strategic themes have greater importance to the organisation.
contribution to strategic objectives
affordability, both now and in the future
risks involved
technical implications or uncertainty
feasibility
estimated timescale required
dependence on, or relevance to, other possible

candidates (or other developments within or beyond the
organisation)
the consequences of not proceeding with the candidate.
Implementation profiles Two approaches are possible for the construction of

implementation profiles:
An implementation profile combines selected activities and
define one profile and present that to management for
developments into a proposed or possible programme of work that will
endorsement
realise strategic aims. Subsequently programmes should be defined
and managed using a formal programme management approach.
develop a small number of implementation profiles and
present them to management for consideration and
selection.
Note that defining more than one profile is not about choosing
between alternative ends (or prioritising them); it is about
alternative means.
Each profile must be complete in itself, in that it is capable of

realising the required outcomes, outputs and benefits.
The strategy statement This is the most important deliverable from the strategy study.
It is a declaratory statement of the strategic direction for top
and senior management agreement.
and senior management agreement.

The strategy is formally defined in the strategy statement.
It should be communicated to all staff, as it stresses the value
of the strategy, in business terms, to the organisation as a
whole.

Back to top
Strategic management 07/18/2005 04:14 PM
Strategic management

Critical success factors
Making a communications plan
Change and review
Synopsis
Once the strategy statement (see previous section) has been compiled it is the role of management to keep the organisation on course. This requires them to define factors critical for
a successful outcome. Production of a strategy is not sufficient in itself; it must be effectively communicated to achieve effective buy-in across the organisation. This is a dynamic
process in which flexible business focused decision-making will produce strategic review and change in relation to changes in the business environment.
Version 1.00
Strategic management is the continuous activity in which senior Once strategy has been developed and set out in the strategy --
managers engage, as an essential part of their management role. It statement, it is the responsibility of management to keep the
involves the often-competing requirements of setting and maintaining organisation on course and implement the high level plans that
the strategic direction of the organisation and its business, and making have been decided. This is what is meant by strategic
decisions on a day-to-day basis to deal with changing circumstances management. It is not a stage of strategy development but an
and the challenges of the business environment. Documents required:
ongoing process.
--
Critical success factors For strategic management to be successful, the following need to be in
place:
a coherent, well-founded strategy that flows from a careful Useful techniques:

analysis of the business and consideration of new directions
--
a strategic view - looking at the wider implications of decisions
across the organisation and its partners
a framework for governance at all levels Guidance/Briefings:
ownership of IT and IS concerns by the business

Strategic management
ownership of other key components such as HR and finance Business and supporting strategies
effective knowledge management
partnerships that work
ongoing alignment with strategy and readiness for change.
Making a communications plan The plan should address who to inform, how to inform them and
create an opportunity for the involvement of all staff (including service
providers where relevant). Communications should be based on a
An important part of implementing plans is to develop a policy of 'no surprises' so that all staff know what is expected of them
communication plan that will help to: and when.
promulgate and reinforce the strategy statement
achieve 'buy-in', ownership and understanding across the

organisation
ensure that everyone involved is aware of what is planned and

can prepare for it
provide a means for problems to be raised and dealt with
establish 'communication flows' - defined channels or

procedures through which communication takes place.
Change and review Changes could occur in organisation and structure, business
functions and activities, product and service delivery,
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/stratmgt.html Page 1 of 2
Strategic management 07/18/2005 04:14 PM
functions and activities, product and service delivery,

management and staffing issues, technology, or external
All organisations must be able to cope with change, both internal and
relationships.
in the business environment. Any business-focused strategy cannot be
regarded as immutable; instead, it must be flexible enough to
As time goes by, it is unlikely that priorities will stay the same.
accommodate the demands of continuous change. If the organisation
Candidates for action, and their relative priorities, will need to
has to take a strategic decision unexpectedly, the decision will be
be revisited as part of strategic management.
taken and the strategy updated in parallel. A strategy is a guide to
action, not a straitjacket; strategic managers must remain open to the
Part of revisiting priorities could involve bringing rejected or
need for changes in strategy when the business requires them.It is the
shelved candidates for action back into play and considering
role of senior business management to keep the strategy under
them again in a new light. Changes within the organisation or
constant review, as part of the continuous task of monitoring
its business environment might have made them more realistic
organisational performance.
today than at the time they were first considered.
Review of the business strategy requires business

management to consider:
is our 'vision' for the organisation still valid?
does our view of the desired future for the organisation

match up with the way our business (and its
environment) is developing?
are the themes of our strategy still appropriate?
do we need to consider additional themes which should

be added to the agenda for change, because of
changed business circumstances, new technologies,
pressures from the environment or changes in
corporate capabilities?
are any of our strategic themes no longer relevant to

the organisational agenda for change?
are the priorities that we decided still the right ones?
are there things 'on the back burner' that have become
more important now?

Back to top
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/stratmgt.html Page 2 of 2
Governance 07/18/2005 04:10 PM
Governance

Reporting arrangements
Policies
Management of risk at the strategic level
Synopsis
Senior management should be kept informed of changes being instigated through clear reporting structures. Some areas of change will require an accompanying policy to enable or
restrain the change for the greater good of the organisation. Risk management at the strategic level seeks to limit risk to an acceptable level by lessening the probability of the risk
occurring and ameliorating its severity, or both. However, some risk tasking is inevitable (and acceptable if properly managed) if the organisation is to achieve it strategic objectives.
Version 1.00
Reporting arrangements It is vital to consider the needs and priorities of those who --
receive reports as well as those who produce them.
Information must be digested and acted upon to be of benefit
Clear reporting arrangements ensure that management are aware of
to the organisation.
what is going well (or not so well) with implementation and understand
the consequences of their actions in strategic management. Documents required:
Reporting should be:
targeted and effective --
focused
clear Useful techniques:
accurate and balanced --
in an appropriate format
relevant (linked to strategic objectives, PSAs etc where Guidance/Briefings:

appropriate).
Governance
wherever possible, link measures of success to
strategic objectives, elements of PSAs, key outcomes, Policies and standards
or other high-level aims.
Risk management
Policies The issues for which policies may be required can be classified
broadly into management and technical categories. General
issues of standardisation are the concern of management
A policy is a specified and documented rule or set of rules that
policies (manifested in best practice), whereas the specifics of
governs the provision of systems and services through identification,
particular standards and their use are more the concern of
planning, development, implementation, operation and review. Policies
technical policies.
may relate to IS and IT , for example, or to wider organisational and
management issues. Policies are different from standards and best
Policies can also be regarded as either 'enabling' or
practice. The distinction can be expressed as follows:· policies define
'restraining'.
which standards and best practice are to be used· standards and best
practice are used to implement policies.
Enabling policies are those that aim to support, promote and
encourage the deployment of effective services and
information systems.
Restraining policies are those that aim to control or constrain

activities in the various parts of the organisation, either for their
own good or for the greater good of the organisation as a
whole.
Some possible areas where policies might be required are:
people
financial requirements and obligations
organisational structure
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/governance.html Page 1 of 2
Governance 07/18/2005 04:10 PM
information
information systems
technology.
As part of the role of strategic management, the operation of

each policy should be regularly:
monitored, to assess its effectiveness and

achievements
tuned, to update it as necessary and take into account

relevant new developments
reviewed to ensure that the policy is still meeting the

requirements of the strategy, and that its objectives are
still valid.
Management of risk at the strategic level The minimum requirements for a risk management
framework are:
Management of risk at the strategic (or corporate) level is concerned existence of the organisation's risk policy
with setting strategic direction and balancing potential opportunity
against the costs and risks. A certain amount of risk taking is inevitable
clear identification of main stakeholders
if the organisation is to achieve its strategic objectives. The task of risk
management is to limit the organisation's exposure to an acceptable
clarification of the main approaches to be used to
level of risk by taking action on the probability of the risk occurring, its
identify; assess and report on risks; as well as look at
impact, or both. Risks must be managed in an integrated way at four
actions to deal with risks
key levels in order to manage interdependencies: strategic,
programme, project and operational. Risks at lower levels should be clear assignment of responsibilities for managing risk
escalated to the strategic level against set criteria where they exceed and reporting to senior management, especially risks
agreed tolerances - such as if there is an unacceptable exposure to which cut across core business activities and
risk, if risks fall outside agreed limits or if they could affect strategic organisational boundaries
objectives . Radical change can bring increased risk. The options for
new ways of working need to be assessed against the risks associated clear audit trail of decisions to ensure that risk
with relatively unproven technologies or new collaborative methods. management reflects current good practice, with quality
assurance of key decisions as input to audit.
Risks should be identified against strategic objectives, and

these high-level risks should then be considered and managed
by senior management.
Risks should be owned by nominated individuals if they are to

be managed effectively. At the strategic level, the owners of
risks are likely to be senior managers.
Each should be addressed in the appropriate manner; this will

vary from risk to risk. Some options are:
transfer it to the party best placed to manage it
tolerate it
terminate it
treat it by addressing the probability or impact and so

contain it to an acceptable level.

Back to top
file:///Volumes/DATA%20DRIVE/SD%20Toolkit%202005/deliveryteam/strategy/governance.html Page 2 of 2

Ocg Strategy

Uploaded by

Copyright:

Available Formats

Ocg Strategy

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ocg Strategy

Uploaded by

Copyright:

Available Formats

Overview 07/18/2005 04:13 PM

Download printable version

Issues covered during this stage

Principles Guidance People involved:

Why manage strategically?

unclear aims and objectives, making it hard, or impossible, to

fragmented decision-making: different areas of the organisation Strategic management

fragmented IT and communications (ICT) provision

people issues: staff question the value of their work, in the

lack of organisational learning: failures are repeated, lessons

an ability to see the 'whole picture'

the ability to deal with ambiguity and uncertainty

the ability to identify strategic issues.

Creating a strategy means clarifying, creating and refining the following

the outcomes it wishes to bring about - both within the

strategic issues: the challenges facing the organisation

strategic themes: the areas of business activity in which the

candidates for action: possible ways forward to realise each

deciding the state that the organisation should move

identifying strategic themes

stage three: high-level planning

translating strategic themes into candidates for action

deciding which candidates should be progressed

building an implementation profile to help management

implementing programmes to progress strategic themes

reviewing the strategy to keep it relevant

Previous section | Next section Other sections: Overview

OGC Successful Delivery Toolkit™ 2005 // Version 5.00

Stage One: Business analysis

Download printable version

Issues covered during this stage

Principles Guidance People involved:

Business analysis is not an exact or structured science. The Business requirements

It may be that the views of customers, focus groups,

In some cases, up to 50% of the resources and timescale

what are the problems - and opportunities - facing us?

how are we going to deliver on our commitments

what cross-cutting initiatives must we play a part in?

how could we improve our services to our customers,

what new directions do IT and e-business open up for

do we manage our information as well as we could?

could communication - within and beyond the

what needs to change in our culture and attitudes?

are we going to need new skills?

if we stay on our current course, where will we end up?

Answering these questions and those in the previous section

Previous section | Next section Other sections: Overview

OGC Successful Delivery Toolkit™ 2005 // Version 5.00

Stage Two: Identifying direction for the future

Download printable version

Issues covered during this stage

Principles Guidance People involved:

exploring possible new ways of doing things and

making a business case to justify the new strategy to

It should be possible to express the essence of the strategy in

the reason why it is strategically important

the strategic issues it helps to address

the main changes or developments which the

You should confirm with business management that the