Our point of view articles are based on insights from the marketplace considered through the lens of our experience and our study.  

Getting to Your Next-Normal

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

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Supply Chain for Operational Resilience, At-A-Glance

Supply Chain, along with Agile Leadership and Scenarios, 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 for supply chain, with focus on building resilience through assessment and general operations

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Scenarios to Bound Uncertainty, At-A-Glance

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.

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Why Agile Management? Because it is an increasingly VUCA world

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

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What You Need to Know About Business Models

Starting with a common vocabulary of Professor Christensen’s (HBS) popular 4-part model: Customer Value Proposition; Resources; Processes; Profit Formula. The emphasis on each of the 4 dimensions varies during three discrete stages of maturity. We then share a general management framework successfully used in multiple industry verticals.

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Elements of Continuous Improvement

Elements of continuous improvement are based on analysis of 10 popular continuous improvement methodologies. We identified 28 common elements and grouped them into three lifecycle meta categories of Direction, Analysis and Execution. Based on our work to embed continuous improvement within a client, we share some of our approach thinking.

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Safe Execution: Business-IT risk discussion

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.

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Blue Ocean Growth

We explore the blue ocean growth metaphor (i.e., don’t look for growth in highly competitive, red ocean, product/market structures) by summarizing a frame made popular by Kim and Mauborgne (c. 2004), including bringing in what we believe inspired Kim and Mauborgne- Ansoff’s product/market matrix (c. late 1950’s).

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The Calculus of Capabilities

In The Calculus of Capabilities we explore the breadth of approximately 20 common capability maturity models (CMMs), and we observed from our reverse engineering the linkage between maturity-level and scope-of-involvement. We propose a 5-level progression as a CMM base framework.

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Great Teams Require Great Communication

Great teams require great communication, as communications is highly correlated with team success. We developed an analytic frame to consider the number of contributors versus the number of readers. We then mapped current enterprise uses and common tools to illustrate “neighborhoods” of communication.

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2012 Year-end Favorites- An Overview

One of our mostly-annual series of what we found as our favorites for the year. This year’s year-end favorite categories include Business + Economics, Management, Change Leadership, Book, Engagement, and Your Favorite Post (most visited)

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Improved Vetting: Social-Business-Inside-The-Enterprise Case Study

Social business methodologies applied inside the enterprise are highlighted in this case study. The case study shares how the engagement delivered on two fronts: 1) business outcomes (WHAT) and 2) social business outcomes (HOW- including capability building). The vetting process engaged a mix of remote (world-wide) and face-to-face (local) leaders and staff very early in the spin-out’s lifecycle, further accelerating the change.

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