For years, we heard from our clients about their love-hate relationship with meetings. Meetings are critical not only to our work with others, but they a core to just about every organization’s success. In our research, we found hundreds of very tactical recommendations; but we did not find any overall, structured approach to meetings. This article recommends Thinking of a Meeting as a Process.
Determining how to adopt agile business practices is best aided by a comprehensive framework. In SAFe 5.0 Flyby (Part 2) we build on a conceptual foundation of Lean-Agile utilizing 7 group areas to structure and understand more than 100 elements of the scalable, comprehensive SAFe approach. Part 2 of a 2 part series.
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
Agile Leadership, along with Scenarios 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 for Agile Leadership, with focus on direction and business agile as an organizing concept
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.
This is 3rd of a 3 article Strategy-Pak(sm) series. Based on our work to align a rapidly growing consultancy of experienced consultants for consistency, and applied clean-sheet to a pre-acquisition, publicly traded company. This article focuses on the structure of the strategy stack from Mission to Vision to Value propositions to Themes to Initiatives and KPIs.
Focusing on execution, we touch on each common organizing concepts in the following sections: Process; Project (program and project management); Community (purpose, practice and interest). We also quickly discuss the role of organization, followed by what is best organizing concept (considering sponsorship and breadth of collaboration)
We begin by considering the tatical and strategic work to be accomplished within the enterprise. Next up is leadership activity, followed by the architecture of participation (guidance, interactions and routines) of how we manage and work. Agile requires people-enabled network, with different skills and organization; but structure is not organization.
We explore social media inside-the-organization’s impact on the enterprise through its ability to drive business outcomes. “Adoption requires business relevance” Our research considers its importance from multiple perspectives and sources.
We have developed an objective “root cause” approach to assess enterprise health against a prioritized short-list of 89 critical dimensions each with 4 observable behaviors organized into 14 elements utilizing a browser-based polling/survey technology. The tool is editable for language- and industry-specific vocabulary.