Leadership and the makings of a leader
Being a leader is tough. Nobody knows the future. Everyone has an opinion, some a predictive model, and many just a level of optimism that they are right. What most don’t have is the burden of consequence. That burden is for the leader to bear alone. A “leadership” team will argue that they have shared blame for an adverse outcome. What sets the leadership team apart from the leader is unexpressed doubt. Doubt over whether the team is right or wrong and the knowledge that getting it wrong will have a material effect on the lives of employees, stakeholders, and shareholders. Please enjoy this business minute as I discuss the difference between being a leader and demonstrating leadership. As always, please let me have your comments.
The importance of enlistment over conscription
The success of a change program is directly linked to the degree to which the stakeholders support the change program. When stakeholders enlist themselves in a change program, they want to be there. They feel motivated by the cause, by the camaraderie, and they want to be part of the team. The mindset is one of success. When stakeholders are told to participate in a change program, then their mindset is one of conscription. A conscript does not want to be there, and a conscript can be relied on to do the bare minimum to get by. In this minute I discuss these points and suggest actions that will cause stakeholders to enlist in the change program.
Maximising the productivity of your digital assets
Companies spend a considerable amount of time and money on digital transformation and implementing new technologies. The questions then arise, why do organisations receive suboptimal returns from their digital transformations and what can they do about it?
Talent development and organisational learning
Happy new year, and for many it will be a very happy new year as they find new roles in new companies. As staff leave, organisations need to flex and respond to manage the loss of competency and knowledge. In this minute I discuss the basics behind talent development and executing an organisational learning program. As always, please let me have your questions or comments
Three business processes and the operating model
There are three separate but related business processes that underpin an operating model. These processes may be formal or informal, but they still exist and It is important that any business transformation or business improvement initiative understand the elements of each and the relationship and separation between the three processes. As always, please let me have your questions or comments.
Strategy management and the drivers of shareholder value
A well-developed business strategy is crucial for sustained growth, adaptability, and success in a dynamic business environment. Developing a business strategy presents numerous challenges, such as market uncertainty, fierce competition, and rapidly evolving technologies. Balancing short-term goals with long-term vision, adapting to changing consumer preferences, and aligning diverse stakeholder interests can be demanding. Effective strategy requires continuous evaluation, flexibility, and a keen understanding of the business landscape. You are invited to join me discuss the challenges and techniques for developing a cohesive, well thought through strategy. The format of the discussion is a 30 minute PowerPoint presentation on the topic and then 30 minutes Q&A - open mic, to encourage learning from each other.
The impact of change on the financial ratios.
For a transformation to be considered well-conceived, the executive and transformation leadership should be able to describe how the introduced changes will impact the financial ratios. How will the ratios move as result of the transformation? Without this understanding benefits realisation becomes more of an art than a science. As always, please let me have your questions or comments.
Measurement, Management, and Process
KPIs are a staple of modern management. The idea of..."if you can't measure it, you can't manage it" is foundational thinking. In this video I discuss that driving change through measurement requires clarity on the unit of measure and the timing of the measurement. As always, please let me have your thoughts.