Haydn Thomas

Haydn Thomas

Position: Chief Mindavator
Company: Mindavation

Biography
Engaging”, “Pragmatic”, and “Passionate” is the resounding feedback from clients of Haydn Thomas and Mindavation.

As a very proud Chief Mindavator of Mindavation Australia and President of Mindavation United States, Haydn has been delivering on successful outcomes for more than 25 years, leveraging real world experience in management, portfolio, program and project management, business analysis and business consulting.

He has worked extensively in large international and domestic companies, government organisations and solution providers. In addition, Haydn has worked with start-up companies in defining and implementing structure, business solutions, leadership, change management, competencies and efficiencies.

Business Transformation is Haydn’s hallmark, based on experience with his innovative training, coaching, consulting and keynote presentation practices across Australia, New Zealand, the Middle East, Asia and North America.

Mindavation focuses on increasing business’ capabilities by providing delivery consultants, basic through advanced training workshops and coaching. Mindavation’s worldwide approach can be categorised into 4 core values:

• Holding ourselves and clients to account
• Fail fast (First Attempt In Learning)
• Don’t shy away from fierce conversations; and
• Ensure your Head, Heart & Gut are aligned, or do something about it

In recent years, Haydn is following his passion of sharing his insights and experiences through to help others realise the value of taking knowledge and turning it into ability.

Why is undertaking Strategy Analysis so confusing and rarely undertake. We all know Strategy analysis properly focuses the organisations attention on important issues, opportunities, benefits, stakeholders, scope and objectives, so why do we wait until the project is started to undertake this activity (if at all!)

It is not practical to be involved in this type of Strategy altering work without a solid foundation of knowledge about the organisation as a whole and how it relates to its customers, competition, the environment, market trends, financial factors, and a wide range of other components. Without understanding the important nature of Strategy analysis, a Business Analyst gets too caught up in the details to recognise the impact a process or system change could have on the organisation and vice versa. Therefore, this step is critical to demystify the Pathways to undertaking this vital activity and a session not to be missed by Sponsors, Executives, Project Managers and Business Analysts alike.

In this presentation, you will be walked through the steps to ensure your project is given the best chance of success rather than becoming an industry static (or worse, as case study).

Objectives

• How to create and sell a Pathway enabling Strategy Analysis in your organisation without a sledge hammer
• Create a checklist of the types and sources of information useful in this level of analysis and where to find them
• Understand how effective Strategy to Execution significantly help management and organisations achieve their goals

Summary
We all know that Strategy Analysis is the first Knowledge Area in BABOK, so why do we rarely undertake this vital activity. In this presentation, you will be provided a pathway walking through the steps to ensure your project is given the best chance of success rather than becoming an industry static (or worse, as case study). Demystify the Pathways to undertaking Strategy Analysis is a session not to be missed by all in your organisation.

*Workshop attendee numbers will be limited. Registration for workshops will open to all those who have registered by the 12th of October.

BABOK V3 Alignment: Chapter 2: Business Analysis Key Concepts, Chapter 6: Strategy Analysis, Chapter 10: Techniques