One of the big Agile mantras is “Deliver Value Sooner”. They get all excited when I tell them about the client whose Agile discipline was, well, not disciplined at all. But they doubled their financial benefit purely by delivering value sooner. It’s like a before and after diet picture. We love looking at it, but are the results typical? I assert that they can be, but you need to break down the need for big-bang results.
The Business Transformation Network recently hosted an event on ‘Taking the ‘Un’ Out of ‘Uncertainty’: How Talent Acquisition Can Thrive in a World of Change’ in partnership with Sevenstep. Sevenstep is a global leader in recruitment outsourcing annually ranked as a top enterprise RPO provider who persistently defy industry conventions to provide clients with talent acquisition wins and business performance gains.
The conversation was varied, touching on a wide variety of points around the following points:
One of the constant urban-myths about the Business Analyst role is the common assumption/assertion (invariably by non-BAs) that all we do is ‘run meetings’. I’ve heard this a few times during my career and it really exercises me. There is a lot more to the BA role than that; in fact there is a lot more to running meetings! As part of my current role I devise a lot of training material and someone recently asked how I go about running a meeting. It wasn’t until I was asked that I attempted to document my thought processes and it proved surprisingly more difficult than I imagined!
In the quest of uplifting capabilities, better serving our customers, improving the bottom line or acquiring market share, organizations have a mix of projects and programs to help achieve those business outcomes.
Some projects are scored as critical and complex. Different organizations have different methods of scoring what is critical and complex and what is not. Some organizations would have a clear and mapped out defined scoring system of what is critical and what is not, and some would settle for a subjective measure.
What on earth does having your ducks in a row mean anyway? Does it mean everything is ship shape and Bristol fashion? And what the hell does that mean?
It’s funny how things trigger your creative juices isn’t it … someone made the following comment in my Change Management and the Brain article post in the ACMP Group … “Great article. It's the reason I did qualitative research on using storytelling as a means of sustaining organisational change” so I replied “Storytelling is great and that much better when you have some great stories to tell. I think that might be the subject of another article” … thanks for the inspiration Monica.
Benchmarking of leadership traits are very useful in operational, supervisory level roles where processes are repeatable and reliable.
Model based approaches to assessment and development at the executive level may well be convenient for management consultants, sellers of leadership assessments who need you to buy into their standardized approaches, but at what cost? When the rude awakening of a competitive market shift, regulatory or political change or unanticipated strategic risk surfaces, they will not be accountable for picking up the pieces, you will.
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.
Could you introduce yourself and what you do?
Sure, I’m Luke! I’m a change management professional, currently working as a consultant for Agilisys; a public sector consultancy. I help organisations change the way they work and try to ensure everyone’s happy about it!
There are a variety of definitions of change management, but how would you define it?
If you want change to stick you need to kick the bucket. This is something I often advise when I’m banging on about bringing about real – and lasting – organisational change. Unsurprisingly, it tends to lead to somewhat alarmed looks.