Lean

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.

How to implement Lean Management in your front and back office operations (A Quick Guide) by Jose Sevilla

Nowadays the term Lean Management (LM) is widely used and mostly understood. However, implementing a proper LM program requires some expertise to guide you through the different stages and fully achieve the desired results. Here's a quick guide of what you need to consider in order to successfully implement such a program.

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.

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.

What's stopping Digital Transformation by Miriam Gilbert

Three misconceptions and one key tip.

No industry is immune to disruption. Are your competitors doing an "Uber"? Are the likes of Amazon, Apple or Google moving in on your territory in Finance, Telecoms, Transportation or Home accessories? And how about those AI's that are replacing accountants, lawyers and doctors?

Agility - Why Organisations Struggle to Adapt by Miriam Gilbert

“…in this world, nothing can be said to be certain, except death and taxes.”

The famous quote by Benjamin Franklin has never been truer than today.

As political certainties are turned upside down and surprises come at us from all angles, organisations could add another rare certainty: CHANGE. And change is, err – changing.

Of course, business has always known that change is inevitable. But in the past, most of it happened over time.

Don't Complexify, Simplify by Guy Butler

A few years ago someone told me about a frustrating experience they’d had attending a Lean Six Sigma workshop.

This piqued my interest. They were a senior leader in the business and new to the world of Lean Six Sigma. I asked what had happened to make them feel this way.

This is what they told me…

What The Change Models are Missing By Vivienne Edgecombe

As change facilitators and leaders, most of us have seen that it’s helpful to have a change plan, and to follow some kind of framework or change model that reminds us of the essentials that will help us to guide the organisation through the change we’re helping to deliver.

And I know from my own experience, and from discussions with my colleagues, that the framework, no matter which one or how diligently followed, is not a guarantee of successful change. 

Change = Performance drop? It’s a Faulty Equation… by Vivienne Edgecombe

This series of articles is best read in order, so if you haven’t read article 1, article 2.1 or article 2.2 yet, I invite you to head over and do that first.