Maximising the productivity of your digital assets
Companies spend a considerable amount of time and money on digital transformation and implementing new technologies. The questions then arise, why do organisations receive suboptimal returns from their digital transformations and what can they do about it?
Talent development and organisational learning
Happy new year, and for many it will be a very happy new year as they find new roles in new companies. As staff leave, organisations need to flex and respond to manage the loss of competency and knowledge. In this minute I discuss the basics behind talent development and executing an organisational learning program. As always, please let me have your questions or comments
Three business processes and the operating model
There are three separate but related business processes that underpin an operating model. These processes may be formal or informal, but they still exist and It is important that any business transformation or business improvement initiative understand the elements of each and the relationship and separation between the three processes. As always, please let me have your questions or comments.
The impact of change on the financial ratios.
For a transformation to be considered well-conceived, the executive and transformation leadership should be able to describe how the introduced changes will impact the financial ratios. How will the ratios move as result of the transformation? Without this understanding benefits realisation becomes more of an art than a science. As always, please let me have your questions or comments.
Measurement, Management, and Process
KPIs are a staple of modern management. The idea of..."if you can't measure it, you can't manage it" is foundational thinking. In this video I discuss that driving change through measurement requires clarity on the unit of measure and the timing of the measurement. As always, please let me have your thoughts.
Power, Interest, and Communications
It is widely recognised that when it comes to communicating change, the message needs to be tailored to the audience (stakeholder group). Further to this, the message needs to consider the health of the project and the changing interest that stakeholders have in the project. As always, please let me have your comments.
A framework for change management
It can be argued that Change Management does not really exist in its own right. Rather 'Change Management' is the umbrella term for the application of a series of named methodologies, tools, and techniques that support the organisation as it evolves from one operating state into another. This business minute highlights some of the methodologies that I rely on as I assist organisations with their change journey. As always, please let me have your comments.
Production capabilities and the organisational profile
It one thing to employ a specific production capability, and its another thing to ensure the that the organisational profile is aligned with that production capability. This complexity is exacerbated when an organisation employees more than one type of production capability. Can the organisation cope with multiple organisational profiles. As always, please let me have your comments.
Information, Time, and KPI’s
Time is valuable, but not all time has the same value. Further it is impossible to make an informed decision without considering the element of time. To add complexity, not everything can be associated with time. This business minute explores these concepts. As always, please let me have your comments.