agility (12)

Dogged Inaction

8332289460?profile=originalDogged inaction by leaders when staff raise issues is one cause of organisational silence (which I wrote about last week), and ultimately causes the destruction of psychological safety.

Dogged inaction is what happened to the Department of Immigration and Multicultural Affairs around the immigration detention of Cornelia Rau which lead to the 2005 Palmer Report. Rau, an Australian citizen, was illegally detained for ten months. Due to her mental illness her citizenship was not ascertained for all

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Deafening Silence

8272620091?profile=originalWhile a lack of psychological safety means a team is missing out on the opportunity to take risks and innovate (as I pointed out last week), when the lack of psychological safety  becomes rampant, a much bigger risk develops. That risk is the deafening silence that descends on the organisation because no one will speak up. A situation termed organisational or employee silence.

I wrote about this phenomenon a couple of months ago when I reflected on my time at HIH Insurance and the need to sometim

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P.S. Give them the WIIFM

8272620063?profile=originalThere are more avenues to helping a leader realise they need to change to create psychological safety than I shared in my blog last week. While showing them what was happening is a good start, you also need to make sure they understand what they can have if they make changes. That is, answer the question “What’s In It For Me?” (WIIFM).

A good way to do that is to contrast what is happening now with the type of changes you are suggesting and the favourable outcomes they can expect. Here are three

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Fighting Psychological Warfare

Last week I wrote about Kate and her experience of “psychological warfare” which is a culture where psychological safety does not exist. Upon reflection, Kate realised that while she created psychological safety for her team she did not create it for herself. So when she spoke up, her boss and others on the executive felt threatened and reacted with an array of avoiding, delaying and blame-shifting strategies.

Kate and I spoke about how she could have done things differently. In hindsight, she re

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Identifying Psychological Warfare

8219692454?profile=originalI expect the term psychological warfare interests you because you are wondering which kind I would be writing about. Would it be about China, the US Election or state border restrictions in Australia? None of those. It’s about needing to operate in a culture where psychological safety is not just lacking, it’s non-existent.

Recently I invited a guest speaker to my monthly Risk Leadership Group to share her experience in a toxic environment. Let’s call her Kate. What Kate experienced was a culture

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No free lunch was ever served quickly. Traditional supply chain cannot offer both low prices and fast delivery.pic-1-Agility-in-Supply-Chain-Delivery-Design-300x214.jpeg?profile=RESIZE_710x

Online retailing has changed. Before, we see e-commerce companies fulfilling consumer demand from a small number of large-scale warehouses that carried a similar catalog of items. Inventory for low-volume products was maintained in a few locations as possible while maintaining service levels that met customer expectations.

Today, consumers are demanding more than just low prices. Consume

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Learning How to Test and Learn

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Learning How to Test and Learn

By: MIT CISR

Author(s)

Ross, Jeanne W. and Fonstad, Nils O.

Type:

Research Briefing

Topics:

Digital Innovation

Business Agility

IT Governance

IT Investment and Portfolio Management

IT-based Business Transformation

2018-02-15

Abstract: To counter pervasive uncertainties in the business and technology environment and prioritize the most strategic innovation projects from myriad options, companies can take a test-and-learn approach to innovation investments. From our analysis of t

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Designing for Digital—Lessons from Spotify

Source: MIT CISR


Abstract: To remain competitive, established companies are increasingly recognizing the need to develop digital offerings. Digital offerings, however, are dependent on software. Unlike traditional products and services, software-based offerings constantly evolve in response to both customer demands and new opportunities to address customer needs. To support digital offerings, companies must adopt new organizing principles—specifically, em

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Digitized ≠ Digital

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Digitized ≠ Digital

By:

Ross, Jeanne W.
Beath, Cynthia M.
Sebastian, Ina

MIT CIRS

Abstract: To succeed in the digital economy, companies need to be both digitized and digital. Despite the similarity of the words, there is a big difference. Digitization is an operational necessity and involves standardizing business processes. To become digital, leaders must articulate a visionary digital value proposition for customers and deliver it in the form of digital offerings. This briefing clarifies what is in

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Whether an organisation realizes it or not, it is competing for a place in the future. It can sit back and let itself be overrun by events, act in a crisis manner to deal with rapid or unexpected changes or it can prepare itself. Create a state of readiness because as Arnold Glasow has said, ’The only problem with the future is that it is usually here before we are ready for it!’ How do you get ready?

How do you create an enduring organisation that stands the test of time, rapid change, unexpecte

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Define Your Digital Strategy—Now

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Enrique Suarez Presenting:

Define Your Digital Strategy—Now

Source:

Ross, Jeanne W.
Sebastian, Ina
Fonstad

Center for Information Systems Research (CISR)

M.I.T

2015-06-18

Abstract: The confluence of social, mobile, analytics, cloud, Internet of Things, and other powerful, readily accessible technologies is disrupting businesses in all industries. Success requires a coherent digital strategy that is informed by the capabilities of these technologies. Leaders guide investment decisions by focusing on eithe

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Nearshore delivery models remain a valid response to many of the pressures financial institutions face today. The challenge is that they tend to focus on areas such as application maintenance rather than transformation. How can organisations sustain truly transformational IT projects that call for continuous and agile interaction between the business, architects and development teams?  

Financial institutions must take a more responsive approach to nearshore. Flexible styles of working are ideal

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