Determine what is most important with the Rapid Assessment Framework

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.

Executive Alignment

Executive teams must provide both the vision for change and “active management” throughout execution. But there must be more. With the explosion of information and the accelerated pace of change in the business environment, decisions must be pushed down in the organization. Noted tools include Execution Roadmap and Decision Map

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Think of a Meeting as a Process

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.

How To Adopt Agile Business Practices: A SAFe 5.0 Flyby

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.

How To Adopt Agile Business Practices: Basic Concepts

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 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

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

Agile Leadership for Organizational Adaptability, At-A-Glance

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

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Tom Reeder

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Tom Reeder

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Review Tom Reeder’s Pinboard Posts

Strengthen Your Change Muscle for Competitive Advantage
The most successful organizations have a level of cultural adaptability that their less-successful competitors do not. Myth 1: Employees need detailed policies and procedures to have clarity and to ensure that they act in the best interests of the organization. Myth 2: Information is power, and sharing it too broadly can be disruptive. Myth 3: […]
Research Proves Your Brain Needs Breaks
Microsoft study re: Meeting density 1. Breaks between meetings allow the brain to “reset,” reducing a cumulative buildup of stress across meetings. 2. Back-to-back meetings can decrease your ability to focus and engage. 3. Transitioning between meetings can be a source of high stress.
Eight Disruptive Forces Shaping Consumer Goods | Innosight
Eight Disruptive Forces Shaping Consumer Goods July 2024 > Supply chains still volatile > E-commerce platforms disintermediating industry > Retailers continuing to expand channels > Consumers demanding more of everything > Brands and manufacturers seeing scale advantages erod > Corporate processes going cross functional > Media growing increasingly personalize and microtargeted > Wholesalers-distributors facing more […]
Corporate Boards Are Failing in Their No. 1 Duty - HBS Working Knowledge
Corporate Boards Are Failing in Their No. 1 Duty Top five mistakes companies make in choosing the wrong CEO > Companies are not grooming successors within the company > Companies often choose a successor who pledges to lead the business in the same direction as the current CEO > Business allow the current CEO to […]
Creating Stability Is Just as Important as Managing Change
Headlines and excerpts Stability management focuses on what will be constant. > Stability management recognizes the importance of teams > Three groups of conditions — individual contributions, team environment, and company environment — varies by team. > Not just studies of teams, but were studies of performance — so the different sets of conditions were […]
The Most Strategic Leaders Excel in 4 Disciplines
Strategically fit leaders excel in four disciplines : 1) Strategic fitness, or setting clear direction and calibrating when necessary; 2) Leadership fitness, or refining their style to meet the moment; 3) Organizational fitness, or investing in thinking about the future state of the business; and 4) Communication fitness, or effectively collaborating with internal and external […]
The Art of Asking Smarter Questions
5 Question Mix 1. Investigative: What’s Known? 2. Speculative: What If? 3. Productive: Now What? 4. Interpretive: So, What…? 5. Subjective: What’s Unsaid?
Using the Stages of Team Development | MIT Human Resources
Teams go through stages of development. The most commonly used framework for a team's stages of development was developed in the mid-1960s by Bruce W. Tuckman. ...his descriptions of Forming, Storming, Norming and Performing [and Adjourning] provide a useful framework for looking at your own team. The author feels there are three characteristics associated with […]
5 Traps to Avoid as You Gain Power as a Leader
Traps to avoid... The Savior Trap. Don’t try to solve everyone’s problems The Complacency Trap. [Don't] assume you know everything, you risk missing important information and opportunities. Stay curious and ask deeper questions The Avoidance Trap. [Don't over-]delegate work to others (don’t avoid challenges, unpleasant tasks, or difficult conversations just because you can); reframe them […]
3 Challenges to Hybrid Work — and How to Overcome Them
Key challenges managers of hybrid teams > Aligning schedules > Building a strong culture > Ensuring productivity

Category: Risk Mitigation