I recently finished my first 30 days in a new role. In reflecting back on such a short space of time I'm struck by what I have learned. The scale of information I've absorbed, interpreted and played back has been exhausting and at times stressful. It's been a long time since I stepped out of my comfort zone but in the last month I have been worried, at times lost confidence and felt swamped and
I’ve always secretly thought that managing change was an oxymoron by definition. However, before all the change gurus reach for the comment button, can I just caveat that? Models, methodology and approaches are all valid in thinking about and planning for change. But can we really ‘manage’ it in today’s disruptive digital world. With that in mind I have a few thoughts on how ‘change management’ will need to evolve to keep pace with the
Sometimes the oldies are the goodies and Tuckman's Team Development Model is up there with the best. Born out of the 1960's, the model has barely changed suggesting it still resonates despite changing business models, environments and technological disruption. But read with caution as although the model explains behaviour traits, culture and context will also effect how well a team performs. So why has this model stood the test of time? Tuckman, an educational psychologist identified 4
I recently discovered that I am a 'network node'. I've always known this, of course, but never knew it was a 'thing'. I am not alone in my node'ing (Latin nodus, 'knot') and there's a lot of us about. The importance of nodes and node'ish behaviour (I made that term up!) is becoming more relevant as our networks become increasingly distributed and diverse. With this in mind, I thought it might be helpful to share
I recently read the article below and two questions popped into my head, do I hold too many 'meetings' and what constitutes a 'meeting' in the first place. The article suggests that an organisations culture can be identified by asking just a few key questions (listed in the article below) and then alludes to a third, the amount of meetings, as a parting shot. And so I have reflected, whilst in between meetings, on whether they're
The idea of a Chief Change Management Officer has recently caught my interest. Stephen Orbans piece in Medium is spot on and I've included an extract below "I’d argue that today’s IT executive needs to play the role of the Chief Change Management Officer (CCMO™). Technology can no longer be viewed as something that simply supports the business. Today’s IT executive is optimally positioned to understand this and subsequently drive the changes required to keep up
Ultimately, success in the digital age lies not in the efficiency of technology, but in the dexterity and adaptability of the people who wield it.
When we try to define what a “digital organization” is, what first comes to mind are technological devices: employees toting laptops, permanently connected to a shared, real-time flow of information on virtual platforms, constantly communicating with customers or suppliers – people working from anywhere, with others they have never met in person. But digitization is more than just a change of tools. Daily practices, workplace structures, reporting relationships, information sharing, customer interaction, and even
“We have to disrupt ourselves before the market does.” It’s not an uncommon mandate today. Established enterprises need to innovate to keep pace with the more nimble, smaller startups. Perhaps no approach has captured the imagination of big companies yearning to get more nimble than the lean startup method: quickly building and launching minimum viable products — MVPs — and then iterating and pivoting based on market feedback. Take the example of Beth, Director of
The Operating Model That Is Eating The World Today’s fastest growing, most profoundly impactful companies are using a completely different operating model Tesla, the fastest-growing stock in the automotive industry, is run by a software engineer. Amazon has a market cap three times bigger than Target, even though it operates at a loss. Instagram, a company with only thirteen employees at the time, was acquired for a billion dollars just three months after Kodak filed
The need to develop people faster. By removing ratings, early indications of our research are that companies appear to be developing people faster across the board. It’s happening because of more frequent dialogues, which also tend to be more honest and open when neither party has to worry about justifying a rating at the end of the year.