img_0157.jpg19 Jul 2016

Are you a network node? 3 ways to increase your social capital at work

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

plato23 Dec 2015

How many meetings do you hold?

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

IMG_3438-0.jpg3 Oct 2015

A new much needed role in the C-suite: Chief Change Management Officer

   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

IMG_3436-0.jpg2 Oct 2015

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

IMG_3424-0.jpg1 Oct 2015

4 Tips for Launching Minimum Viable Products Inside Big Companies

“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

c83d7b8d7d79c9cd7a208ca735f01caf24 Sep 2015

Purpose, Process, People, Product, and Platform

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

SEPT15_08_4780228867 Oct 2013

Ditch the Performance Review, ok but then what?

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.