Stephen Redwood provides an article on organisational design and explains how to determine solid, fact-based, reference points that provide a platform for change and help keep projects grounded.
Silicon Valley is a get-it-done-fast world that has led the development of many new ways of thinking about how to operate a business. Design-thinking, crowd-surfing, hackathons and agile development are examples of common tools used by rapidly growing tech companies to cut down the scale and time it takes to build products and win customers. Is there an equally swift approach to organizational design that would support the metamorphosis from early stage to full-on growth in the tech world? This article focuses on 5 questions that cut to the core of organization design, and that may provide a path to an hyper-accelerated process – the 1-Day Organization Design Project:
What is the problem you are trying to solve?
What is causing the problem?
What is in scope for discussion
What options should be considered?
How should you proceed?
Key points include:
- Identifying the relative types and scales of impacts on situation
- The four basic causes that affect direction
- Clarifying scope
Read the full article, Organization Design for Early Stage Valley Cats, on LinkedIn.
With a look ahead to a post pandemic environment, James Black provides nine questions to help you identify the potential possibilities and pitfalls.
While all eyes are on navigating the pandemic—and for retailers than also means navigating the critical holiday shopping period—smart manufacturers and retailers are starting to look ahead to envision how they will operate in a Post-Covid world. (This is not to say we are in a Post-Covid environment yet, rather, for how to strategically plan for when we are.) I offer up 9 questions as thought-starters to help you start thinking about the Post-Covid world.
Purpose – Will companies come out of the pandemic with a renewed sense of purpose (for the company and their employees)? Recent McKinsey research show that employees that are “living their purpose” at work report higher levels of well-being.
Opportunity – Given the short-term focus that has (rightly) dominated a lot of managerial thinking, it is critical for managers to seize the opportunity to anticipate what consumers needs will be. How can businesses get ahead of the competition more long-term?
Supply Chain – Robust supply chains were a key enable of winning as the pandemic settled in. How can companies’ leverage this unprecedented opportunity to design more agile supply chains to be more responsive to new demand flows?
Remaining topic question include:
Read the full article, 9 Questions to Help You Start Preparing for a Post-Covid Environment, on LinkedIn.
Gaelle Lamotte’s company blog identifies the issues that can stop the execution of strategies and provides a framework to drive alignment and focus.
How often do you win with your strategy? Strategy development is useful for defining long-term goals. A good strategy is only as good as the capability to implement it and how well it delivers the desired outcome. Various research concludes: Organizations on average realize only 50 – 63% of the financial performance promised by their strategies. Others suggest that the figure is in fact less than 30%. Regardless of the data reviewed, it is not good news.
Key points in the framework include:
- Action plans
- Connecting people
Download the free PDF, Improve Your Ability to Execute Your Strategies, on the Strategy Management Partners website.