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Change Management

Getting to Your Next-Normal

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Most likely outcomes, based on survey of executives: “U” shaped recovery— virus is contained (scenario A3, achieve 209Q4 GDP in 2020Q4, light-blue); or “Swoosh” shaped recovery— virus recurs (scenario A1, achieve 2019Q4 GDP in 2023Q1, gray).  The global difference in estimates between the two most popular scenarios with a range as high as $15 trillion [...]


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Supply Chain for Operational Resilience, At-A-Glance

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Photo image by Gerd Altmann from Pixabay In our previous supply chain strategy work, we have used a constellation metaphor for the end-to-end supply chain, with each supply chain node (star in the constellation) providing value to the supply chain.  The supply chain (constellation) should be designed to easily flex to alternate combinations of value, [...]


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Agile Leadership for Organizational Adaptability, At-A-Glance

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SAFe Portfolio Poster https://www.scaledagileframework.com/posters/   “Agile requires core strength… ability to change focus quickly… extreme flexibility and accompanying range of motion… knowing where you want to go… and, NOT pushing oneself beyond one’s physical or mental limits”1 Jennifer Jordan, Professor of Leadership and OB, former dancer   As you would imagine, changing the traditional hierarchical [...]


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Scenarios to Bound Uncertainty, At-A-Glance

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Parts As Yet Unknown “A new map of North America shewing its principal divisions, chief cities, townes, rivers, mountains,” Library of Congress, https://www.loc.gov/resource/g3300.ct003990/?r=-0.206,-0.047,1.396,0.482,0   “Scenarios are well crafted narratives about the future that tell very different stories about what might happen… …the aim is to stress test your current strategy and make sure your plans [...]


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Results’ Catalyst- Leading and Managing Change

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  Change happens one person at a time Ghandi   We agree with Ghandi. And, aggregating those individuals toward common and integrated goals is anything but easy.  Enterprise level change is hard and complex.   Shortcomings of Enterprise Change Management The success rate of implementing change to achieve business objectives is dismal.  For years Professor [...]


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After Action Review (AAR)
A basis for learning-driven improvement and a corner-stone of organizational agility

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“Tell me and I forget, teach me and I may remember, involve me and I learn.” Dr. Herb True1 “The After-Action Review (AAR)… was conceived back in 1981 to help Army leaders adapt quickly in dynamic, unpredictable situations they were sure to face2.”  And, I cannot imagine a more important environment for learning than when you [...]


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Why Agile Management? Because it is an increasingly VUCA world

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Change Surrounds Us Be it social-political (e.g., India, China, Africa, Southeast Asia [ICASA], Brexit, Syria, North Korea), new competitors (e.g., Tesla, Amazon, Uber, Apple), new technology (e.g., mobile, social marketing, cloud), or any of many more trends, changes are disrupting our status quo in complex ways. Global, industry, product and competitive trends increasingly point to [...]


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What You Need to Know About Business Models

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Everyone wants a new one; Few are successful “In a recent McKinsey poll, 84 percent of global executives acknowledged that innovation is extremely important to their growth strategies, yet a staggering 94 percent were unsatisfied with their own innovation performance.”  From Competing Against Luck How do you best support innovation and change?  What interdependencies within [...]


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Elements of Continuous Improvement

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Excellent firms don’t believe in excellence- only in constant improvement and constant change. Tom Peters How do you think about improvement in and around your company? There are countless choices for thinking about continuous improvement, from Deming’s quality movement to Hammer’s process reengineering to Toyota’s TPS.  More recently, “lean” has entered the lexicon and combined [...]


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Safe Execution: Business-IT risk discussion

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If you are anything like me, historically your initial discussions with IT drifts toward their requirements and policies- some version of a C-I-”No”.  This is usually followed by some type of business-sponsor intervention allowing us to technologically enable our business outcome, with at least a little lingering animosity.  During a recent webinar1, Professor George Westerman [...]


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