Organisations are, at their core, people coming together to make decisions in their quest to deliver on the organisation’s purpose. But why do leaders so often feel baffled by the decisions others make? Early in my career, I experienced this firsthand when a “quick fix” memo, sent at my manager’s direction, led to unexpected productivity
Sorry for shouting! I did want to get your attention though. When was the last time you got shouted at or equivalent by one of your stakeholders? Terrible feeling isn’t it? No one wants to fail their stakeholders. But, geeeeeezzz it’s hard to keep all stakeholders happy all the time. I remember my first months
Stuck in the neck of the bottle. Bottlenecks. What are the most common bottlenecks in organisations that are not pure production lines with a surprising excess demand for product? Do you want to say resourcing? For example, overloading a team beyond capacity to process all the work? Tempting, but think again. Bottlenecks are decision makers;
I get so excited when people realise the importance of having a clear understanding of the who, what, where, when and why of decisions of significance. Last week I was in a meeting with a CEO and CRO where the CEO was explaining how he was mapping out how a new strategic initiative would impact
Whether implementing strategy or rolling out a new framework like a risk or compliance framework, you are likely to be met with some level of resistance. There is a long, long list of where they may come from for any particular individual. Here are a few: • Uncertainty that the change aligns with a person’s