Most big companies today are structured and managed like those during the industrial revolution. They may have started small and nimble, but over time, layer upon layer of bureaucracy was piled on. If something bad happened, a rule was instituted so it never happened again. Then a rule was created to deal with another problem. Continue
The New Role of Leadership: Human Networks and Transformation
Organizational Network Analysis (ONA) is a visual representation of the relationships that employees rely on to succeed in their jobs. It depicts daily interactions and conversations that occur that enable work. ONA provides leaders with an understanding of the “as is” network structure of their organization. They revel how work is actually getting done across Continue
The New Role of Leadership: Shaping Employee Networks for Agility and Innovation
Agility and product innovation can be difficult to master. Most companies that invest in Agile product and software development methods (in pursuit of enhanced innovation, quality and speed) fail to overcome the obvious: entrenched norms, beliefs and behaviors. Worse, Agile “improvements” often inject new conflict into the work processes. That’s the bad news. The good Continue
Agile Method and Delivery Skills Are Not Enough
Most organizations began their journey to an Agile Enterprise by focusing on the adoption of Lean-Agile practices by technology teams to the exclusion of all else. The stark reality of this approach is that implementation of technology team agility creates challenges across the entire organizational stack that can threaten success and generate conflict. Most companies Continue
