For years, we heard from our clients about their love-hate relationship with meetings. Meetings are critical not only 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.
Determining how to adopt agile business practices is best aided by a comprehensive framework. We like the scaled agile framework (SAFe) starting with an Lean-Agile mindset (Basic Concepts). Part 1 builds a conceptual foundation for a scalable approach is characterized and supported by more than 100 elements (SAFe 5.0 Flyby). Part 1 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
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)
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
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.
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.