Agile

How to design an agile organisation by Rose Padfield

In today’s complex, interconnected and rapidly changing environment, it is more important than ever that organisations can respond quickly whilst still achieving efficiencies of scale. A key enabler of this is having the right organisational design, and recognising that the design of yesterday (designed for efficiency and assuming predictable patterns) will no longer work in the digital age, where agility and speed of response is key.

Matrix working – please click to enlarge the image

Design Thinking, Lean Startup and Agile... by Florine van Wulfften Palthe

I tend to say I’m a Designer by trade, but a Change Manager by heart. But I also add that it’s all the same, and here’s why.

Of course, it does matter what you design. Whether you’re in Product design, UX-design, Business Design or Organization Design, requires different skills and experiences. However, I do believe that they all require a similar mindset.

Coexistence of Command, Control and Agile Leaders, bad for employees and business by Karen Walker

The existence of contrasting ways of managing people - agile and traditional top-down leadership - creates divergent experiences for employees, also sending mixed messages about what the organisation values. The case for all leaders becoming more agile in their thinking and actions ahead of changing structure in any part of an organisation, when introducing agile ways of working.

Has Agile Brought Us To a Standstill? by Sandie Bakowski

Agile is a word always on the lips of digital business leaders.  It’s the way to be if you are working in digital and has set the popular standard as the recent way to work.  This isn’t the first time a methodology has grabbed the business world so completely –  after all the world of business does like its new ways of working.

When I started working as a management consultant, the industry had different buzzwords. We were TQM, Balanced Scorecard and Lean.  We had our core ways of being, all helpfully documented in books we could buy out at the airport.

Middle Managers, extinct or heros in an Adaptive, Agile and AI world by Karen Walker

Much has been written about current middle management roles becoming increasingly irrelevant,ANZ's Digital Chief Maile Carnegie a few months ago famously referring to the 'frozen middle' who "have graduated from doing to managing and basically bossing other people around and shuffling Powerpoints", who also "resist change like death." Carnegie highlighting the importance of distributed leadership and del

The case for decentralisation and self-management by Miriam Gilbert

The Retail Banking industry is under immense pressure. Disruption from Fintech, a history of misselling scandals undermining customer trust, ever new regulation and internal costs that keep rising while employee engagement remains low.

To combat the rising tides, most banks try a combination of heavy investment in technology, internal restructuring, closing branches, and automating activities to reduce costs.

The results are a mixed bag.

Agile in Professional Services by Miriam Gilbert

In 2012, the renowned management guru and business book author Steve Denning wrote an article entitled “The Case Against Agile" which had almost 80,000 views and caused a lot of debate in management circles.

Here, Denning debunked the top ten objections put forward by organisations as to why Agile cannot possibly work for them.

Understanding Digital Transformation Terminology

Digital Transformation is everywhere and can become a bit of a minefield of jargon and terminology, from AI to Analytics, and IoT to Ransomware, technical terminology can be confusing and as a business transformation leader, you need to understand the potential technology can provide for your organisation.

If you find yourself in over your head confusing your RPA with your BPM, our partner IQPC have provided a glossary of technology-focused terms to help organisations understand their opportunities and the terms that are trending amongst digital transformation.

Imagine: Intellectual Data by Ian Buttery

As a follow-up from my last article - where I shared thoughts on one of the key differentiators for the businesses of tomorrow being the ability for people to make data-driven decisions within an environment of emerging, fast-paced transformation - this month I dig a little deeper into how sensing your market and making sense of your data are crucial in remaining a competitive and viable business, enabling you to continuously change faster than the competition.

I'm a Changing Man by Ian Buttery

I can't recall who said it, or where I heard it, but it has resonated with me for a while now, providing the inspiration for the first article in this series - "uncertainty is the only certainty in business". Never has this been more relevant than in today's world of rapid change, where organisations are continuously challenged to disrupt or be disrupted.