The potential gains from adopting new ways of working at the operational level of teams and business units are huge.
Implementing agile methods, switching from process- to service-oriented approaches and equipping small, multi-disciplinary teams to move quickly without bureaucratic hold-ups can transform the way we work and define the ‘new normal’ for the agile organisation.
Our approach to Developing the Agile Organisation is based on leading-edge practice and hands-on experience of successfully preparing managers and team leads for new ways of working within global firms.
We work across all areas of business agility, including strategy, planning, HR and internal line-of-business teams, as well as technology and product teams themselves.
We help each organisation develop their own unique playbook or agile system adapted to local challenges and culture, rather than implement the mythical ‘one true agile’ ideology.
Agility means different things to different teams, but the basic principles are widely applicable.
We favour distributed transformation over top-down change programmes, meaning all stakeholders have a voice in de-bureaucratising organisations, and in testing small tweaks or experiments that might help move things forward, measured against organisational health and capability goal.
Switching from command and control process management to encouraging teams to own and improve the services they provide can be incredibly liberating and also transforms the role of team leadership.
- Mapping emerging market dynamics
- Mapping the organisation’s ecosystem
- Mapping emerging digital capabilities & talent needs
- Assessing digital maturity & team fitness
- Learning & embedding sprint design for teams & leaders
Challenges we address
- Not an IT team, but leaders still expect us to be ‘agile’ – how to do it?
- How do we define ‘agility’ for business teams?
- How can leaders develop more effective ways to work with their teams?
- How can we decentralise ownership of the products/services/projects?
- Improved team ways of working
- System for assessing & improving teams
- Team fitness checks embedded into the flow of work
- Ways of working focused on getting things done
- Supported team leads able to design new ways of working
In this edition, Lee considers how we can learn the lessons of ad-hoc hybrid work and create a fully-featured hybrid work system to help us hit the ground running in 2023.
Data Mesh – Can we de-centralise ownership and usage of data in our organisations to improve its quality, relevance, and usage?
Following up on Cerys’ exploration of building data capabilities last week, I want to discuss the potential that a Data Mesh approach holds for businesses to achieve this, compared to more centralised data warehouses and data lakes (or even data lakehouses!). Perhaps...
Some thoughts on why orgs find data capabilities and leveraging insights so hard, despite years of investment and initiatives. There probably isn’t a single organisation that has not had a clear strategic imperative to do more with its data in recent years....
Some reflections on hybrid learning approaches as L&D teams start rushing back towards face-to-face offline learning delivery
In this issue, Livio considers the cultural elements of M&A integrations and how they can be enabled by a purposeful digital workplace strategy The key role of the digital workplace in supporting successful M&A integration Big is not always beautiful Last year...
The so-called 'squishy middle' of management is often perceived as a barrier to transformation, but what if we engaged this layer as change agents? Good management gets a bad rap Ed Zitron’s critique of lazy back-to the-office articles in the media starts from the...