Getting to the next-normal requires 3 key, but common, building blocks: a stress-tested strategy, a vision and an adaptive roadmap. And, requires three dynamic capabilities: Agile leadership for organizational adaptability, Scenarios to bound uncertainty, and Supply Chain for operational resilience
Scenarios, along with Agile Leadership and Supply Chain, is 1 of 3 COVID/crisis-era capabilities supporting the path “Getting to your next-normal.” This at-a-glance article quickly outlines key elements to consider when leading within a highly uncertain environment.
Leading and managing change can successfully catalyze results, but it requires an integrated approach including: 1) support of individual change; 2) support of organizational change; 3) nimble planning and execution; and, 4) relentless integration
After Action Review (AAR) <br/>A basis for learning-driven improvement and a corner-stone of organizational agility
After Action Review (AAR) provides a basis for learning-driven improvement and a corner-stone of organizational agility. Also, consider expanding the concept of event analysis to include a full life-cycle of Before-Action, During-Action and After-Action Reviews
Agile is an effective approach to managing in a volatile, uncertain, complex and ambiguous (VUCA) world. We share how to think about uncertainty through the lens of the Cynefin framework’s domains of simple, complicated, complex and chaotic. And, we illustrate several management approaches mapped to the Cynefin frame
Getting away from C-I-NO! Discuss Business-IT risk more rationally by considering the 4A’s of Availability (of business processes), Access (by the right people), Accuracy (of the information) and Agility (of change). But the most critical element is start the dialogue with IT.
Our approach to change is focused on delivering business outcomes and is steeped in practical experience of designing and managing hundreds of initiatives. While implementing change to achieve objectives with speed, predictability and control is complex, the elements summarized below are common to most strategic improvement efforts. Stakeholder & environmental analysis- Identifying and defining the […]
We can never eliminate all risk, as risk-taking is a foundational element of business. Risk management is a disciplined approach to think about, identify, quantify and act to minimize the impact of uncertainty within the critical dimensions necessary to achieve a targeted objective. Risk management process – Beginning with the objectives and working back to […]
Determining “What is most important?” is critical early in any effort. Working with imperfect and incomplete information is a basic tenant of business management. We have developed an objective “root cause” approach to assess enterprise performance against a prioritized short-list of 89 critical dimensions of enterprise health. The approach can be conducted in a very […]
Executive teams must provide both the vision for change and “active management” throughout execution. Each leader must constantly work through political and emotional barriers to arrive at a rational consensus, and speak to the organization with a single voice. We support senior leadership teams with decision frameworks, problem solving tools, individual coaching, and a flow […]