When we want to be heard by others in our business, especially when we are encouraging change, we can have a temptation to aim for 'loud' first. But is it the answer and the most effective path to performance?
It is normal in an organisation to delineate responsibility and accountability in order to get things done, but too often we see a lack of alignment in teams, projects and organisations more broadly which leads to friction and dysfunction.
It isn’t always easy to tell if that person has actually formulated the idea with a bias toward the success of the collective as opposed to a 'self-protection' bias. When you shape up ideas, do you run them through a 'team-first' or 'empathy' filter?
“Culture eats strategy for breakfast” is a widely used saying, and intuitively we know how important a great culture is in mobilising a strategy. Yet, we have seen at times leaders looking at strategy and culture as separate organisms. Why should culture and strategy compete or be at odds with one another?
Why do we sometimes force complex digital transformation projects into an ineffective plan and expect them to succeed? We strip value out of potentially valuable solutions by jamming them into silly, unachievable or unthoughtful models and timeframes for delivery.
Expecting a team who has historically been asked to deliver within refined systems and scopes to suddenly be ‘agile’ or ‘entrepreneurial’ is unfair to them, and an unfair expectation to set for yourself. How do you help people migrate to new ways of thinking and behaving?
A recent study from Gartner on Top priorities for HR Leaders in 2022 showed that building critical skills and competencies for their organisation is the main priority for 59% of them. This led us to think deeper about the subject and wonder: what is the actual problem to be solved here? Is it purely a talent management issue or a business performance problem underpinned by talent and resources. How can we approach this more strategically rather than tactically?
To get an outperforming team we believe you need to have a shared vision that can lead you to collaborate around measurable and achievable goals. Equally as important, the ‘shared’ vision has ‘shared understanding’ with respect to what we (as a team) believe it means in practice.
How conscious are you of your communication style for the desired partnering outcomes you seek with the teams and stakeholders you work with? We are going through 5 communications styles and what their impact is on business partnering.
Quick fix, don't we love them. And that's fair enough. When an unforeseen problem is identified, there's a sense of urgency that comes with it. Everything has to be solved like, yesterday... But what if solving the issue right away was a big waste of time and money? Let’s go back in time and take the example of the Jefferson Memorial in Washington DC.
Gandhi said, “Be the change you want to see” – and that goes for every member of your organisation, most obviously the senior leaders and the key protagonists. An issue often brought up, when a company culture is not at its best, is that “expected behaviours” in line with the company values don’t seem to apply to everybody. This can dramatically impede your culture efforts...
When a finance team starts to explore technology, they often have to look into the way they currently do things and how that might change. This can be very confronting especially when they realise , or when it is put out in the open for all to see , that the way they were working was flawed or highly error-prone. This is very important to address as this feeling of being "wrong" can limit the ultimate success and change that the technology is intended to produce.
A team’s capacity to welcome change , when it is needed , is partially based on their ability to cope with uncertainty, tak e measured risks and “work in the grey” . This can prove to be challenging if team members can’t relate to the company’s vision or feel that they are contributing to a greater purpose through their work .
Company culture is often mistaken to be only about big words and big ideas. That intangible and mysterious thing floating in the air that everyone should somehow know about, understand and be part of. While it is true that you can feel a company culture without always being able to pinpoint it immediately, it is actually much more structured and tangible than one might think. One very important aspects of culture is consistency between what is encouraged and how employees, at all levels, can demonstrate culture in action.
Have you ever been to one of those “Strategy Day” where, in the end, everyone just goes back to their BAU and nothing changes? Why would that be? There are potentially a few reasons . But one could be that no one really understood how to make the strateg ic direction happen . As in concretely , on a daily basis. Team members were left to their own device not knowing the who, the what , the how and mostly the WHY . As a result, they all went back to what they know and what keeps the wheel turning. S o what is and what is not an implementable strategy . Read more...
Don’t get us wrong, we love a good automation. We literally co-design automation and process excellence with several companies right at the minute. But before we did that, we ensured with them that this is really what they need and looked at the bigger picture to guarantee their success in the future. Does the following scenario sound familiar? You r organization invests in a big flashy system or tool thinking it will so l ve all their issues. They spend a fortune, contract an implementation team and... there’s no real return on investment . So was the system the issue or should you look further. Read more...
This issue of speed is not only important because of the adage that time is money, but also because slow Excel files exacerbate the human brain’s already poor error-detection abilities. According to usability-engineering expert, Jakob Nielsen: 0.1 second is about the limit for having the user feel that the system is reacting instantaneously 1.0 second is about the limit for the user's flow of thought to stay uninterrupted, even though the user will notice the delay.
Despite writing a blog on the differences a year ago (albeit FM vs Analytics), many were not clear on the differences. It's almost analysis paralysis with all the jargon and especially when misused and twisted by software vendors around what it means to do modelling and analytics within the packages they are selling. The purpose of this blog is really to go a little deeper into predictive analytics and financial modelling.