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The goal of risk management is to manage as many of the in-scope risks as possible

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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

6 habits of instantly likable people
Likable people ... > Are Present- focused on the conversation and currious abount thier coversation partner > Give and Share Credit > Are Authetic- genuine and transparent > Are Caring and Empathetic > Are Good and Active Listeners > Are Good Communicators- straight shooters, even with difficult news
When You Have to Make a Strategic Decision Without Much Data
One big challenge that leaders have when figuring out how or where their companies can grow is that a dearth of data about future problems and opportunities. In these situations, there are three techniques that leaders can employ to develop insights: look at customers and startups for signs of change, experience new technologies rather than […]
Best Project Management Software of 2024 - TechnologyAdvice
The culture compass: Using early insights to guide integration planning | McKinsey
"Specifically, we recommend focusing on five cultural attributes of organizations that our Organizational Health Index research has found to correlate with positive TSR and to minimize friction when managed effectively 1> Talent. Identify, attract, develop, and retain mission-critical talent—high performers who are producing value and can ensure top-quality integration planning and leadership of the future […]
How to Actually Execute Change at a Company
> Ace the memo (Actionable, Credible, Emotional) > Master the means > Amplify with mechanisms > Measure to account
Keeping Innovative Projects Aligned With Strategy
Decide what will be prioritized and how much the team can commit to take on. > Even after carefully selecting and prioritizing projects, a company may have more initiatives than it can reasonably support. Decide who needs to be at the table. > portfolio teams included C-level executives for their decision-making power, strategy department leaders […]
Why you need to re-recruit your middle managers - SmartBrief
1. Activate clarity and alignment 2. Create a culture of belonging 3. Embrace scenario-based learning 4. Nail the whys 5. Celebrate high-performing managers [success] 6. Leading by collaboration
How to Actually Execute Change at a Company
The author analyzed project teams across 257 firms to identify why only 60% of planned value is typically realized in change initiatives, focusing on four key factors: effective initial communication (“ACE the Memo”), ensuring resource accessibility and autonomy (“Master the Means”), employing mechanisms to align actions with goals (“Amplify with Mechanisms”), and strategic measurement to […]
Scared of AI? Here’s an optimistic take.
guess how many of the 270 jobs listed in the 1950 census have since been eliminated by automation “Just one,” says Kellogg’s Hatim Rahman, an assistant professor of management and organizations. “And in case you are wondering, that job was an elevator operator.”
Four questions to ask before you plan your next meeting
1. Why are we gathering? 2. Who needs to be here? 3. What conversation needs to happen? 4. How might we create the conditions for that conversation?

Basic Risk Management Toolkit