At the team level…
Small, focused teams are the fundamental building block of adaptive organisations. Embedding agile and service-oriented methods at the team level is at the heart of any digital transformation, and has the greatest potential to achieve efficiencies and operational improvement.
With the support of local leaders who can protect the space for agile teams to thrive, this transition can quickly reduce unnecessary or broken processes and bureaucratic inertia – plus increase the scope for automating the boring bits.
The goal is practical agility, not agile ideology, which requires flexible multi-modal management, presence and engagement from leaders.
We provide tools, learning and support to help teams evolve from ‘following the process’ to owning the services and value proposition they deliver to the organisation and customers.
We support teams and leaders to optimise their use of digital and collaboration tools, and help them transform their work as service owners, using continuous improvement methods to evolve.
Digital Transformation
How can we help team leads implement agile methods and enable small, multi-disciplinary teams to move ahead more quickly?
Capability & Service mapping
How can we map digital business capabilities and services to identify strengths, gaps and priorities for development?
Learning Support
How can we build a picture of team learning needs and generate custom learning journeys to support them?
Between Two Worlds
Thoughts on institutional upgrades, hierarchies versus networks, and re-wilding as an organisational design priority. This week’s ‘Lunch with the FT’ featured the social psychologist Jonathan Haidt, and he had some interesting things to say ($) about how mature...
What Does it Mean to Move From Projects to Products?
Cerys shares some great reads on the shift from project to product that accompanies agile transformation, and some hints for non-technical teams overwhelmed by the journey. As organisations work through the transformation efforts needed for increased agility, some of...
Just Another Bad Day at the Office?
In this edition, Livio reflects on the cognitive deficit of leaders, the undying corporate addiction to meetings, and why these are terrible for getting important stuff done. Reading & learning are not just ‘nice to haves’ There are plenty of reasons why time to...
Our Global Moment of Liminality
Cerys explores ways in which leaders can help individuals and organisations embrace this unique moment of liminality as we transition to new realities. A year ago, HBR shared an article on our opportunity to use the “prolonged time of trial” represented by the...
Going Beyond Platitudes in Teaching High-Performance Team Development
This week, Lee reflects on different approaches to teaching leaders how to build, support and run high-performance 'business agile' teams... Building high performance teams Recently, I have been reflecting on how to ‘teach’ the right combination of skills, techniques...
Leadership Development: Designing for Relevance
In this edition, we look at some common challenges faced by L&D functions when designing effective leadership development programs that deliver practical value in our ever-changing digital world. The L&D challenge Business leaders generally agree that, rather...