In many of the places that I have worked, both as a consultant and as a part of a product delivery team, it is usually a case of keeping the Enterprise Information Security team (EIS) at arm’s length. Truth be told, many teams hold to the old adage that the less EIS get involved, the better. Even more so with agile delivery, as the focus towards shorter, more targeted delivery means that EIS is a thorn in product delivery’s side. And though this article leans towards agile delivery, the points made are equally applicable to any waterfall delivery.
As a young adult I had the opportunity to work at a camp in Canada for 4 summers. It’s amazing how quickly you build relationships and bonds with people over a 12–16 week period.
Spending nights around the campfire together, playing stupid games, swimming in the lake, mooching around the local towns and enjoying the stars in the nightsky. It’s a full on experience and it’s easy to see how some of the people have become some of my closest friends.
This last post on the series on the adoption of Procurement technology will highlight what actually happens during a change.
It is only with a good understanding of these aspects that change leaders can conduct fruitful and lasting change initiatives.
The Kübler-Ross change curve…
A classic representation of a person’s reaction to change is the Elisabeth Kübler-Ross change curve. It describes the emotional phases people go through when they lose someone:
Many organisations embarking on an enterprise-wide transformation to agile working, struggle to sustain or scale the benefits they initially achieve. The journey towards agility is a marathon, not a sprint, and it requires continued commitment, at all levels of the organisation, to ensure agile ways of working stick.
The first six to 12 months of introducing agile throughout an organisation will result in visible improvements in speed to market, productivity, efficiency and employee engagement.
‘Well,' I said. ‘Eventually, the blob will get you. It’s important to run as fast as you can in the early days of your transformation, because organisations have an in-built protection mechanism; the ability to morph into a blob of slime that will eventually catch up with you, surround you in slime and kill you off’.
Large organisations are in danger of responding to new world changes and pace with old world traditional thinking, models and answers. This won’t work.
“Insanity: doing the same thing over and over again and expecting different results.” –Albert Einstein
Here is the third post in a series of four that focuses on the adoption of Procurement technologies.
After looking at:
Large corporates are, at best, 30% efficient in delivering change. From launching a loan product to landing a new bakery range on a supermarket shelf, big organisations are failing to deliver change at pace and realise value from it.
One leading credit card provider told us they’d last delivered a major new product eight years ago. ‘We were the leader in the market,' said the project manager. 'However, others have caught up and now we’re struggling to respond.’
'It takes us two years to do what our competitors can do in two months.' MD - FTSE100 organisation
In this exclusive series, Nick Kemp discusses the importance of considering the people using your services to ensure the changes can be successful. He looks at how the role of traditional change is affecting organisations ability to be agile, considering the nature of people during times of change, highlighting the importance of creating the conditions to encourage people to change.
Choosing the right coach can be a minefield, following some simple steps can help to make sure you get it right.
Whether you are looking for a coach for your organisation or for you personally, there are a few things that you can do to make sure you hire the right coach. If the answer is 'no' to the following questions, read on: