Plan to fail - don't fail to plan

Plan to fail – don’t fail to plan

1 month ago 0 0 21

“Plans are worthless, but planning is everything” (D Eisenhower). Planning is such a critical part of success – but plans are not.  How many times are plans made and simply forgotten?  How many times do people and organisations spend massive time and effort generating a ‘plan’ only for it to be completely out of date before the ink is dry? We are living through such a reality now – As we go through the uncertainties of COVID, organisations and individuals are describing how they have had to ‘pivot’ and ‘adapt’ – meaning that whatever that they had planned to do has been made obsolete.  If plans are worthless, why should we plan? Lesson 1: The future is uncertain “No plan survives the first engagement with the opposition main force” (Helmuth von Moltke, 1871). We cannot forecast the future with any certainty.  We cannot know – or control – what is

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Re-teaming: Rejuvenating team performance after COVID lockdowns

Re-teaming: Rejuvenating team performance after COVID lockdowns

1 month ago 0 0 25

COVID has had many impacts on employees and their effectiveness. The whole process of getting people to work from home has changed the way that many people work and interact. One of the hidden but powerful impacts of the shifting in work scenarios is on teams. Team structure and function has been overturned and as organisations aim to efficiently move to new models of working, there is real benefit in considering the way their teams are functioning. It may be time to ‘re-team’ working colleagues to create high performance. What makes a team? Teams are just more that a group of colleagues forced to work together. A team creates value by what happens between its members and what is collectively achieved. High performing teams develop cultures of excellence, openness and trust. They draw out the best of each member and combine this to generate far more value for the organisation

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Decision making: the games we play

Decision making: the games we play

1 month ago 0 0 16

This post is part of the series on decision making.  Building on the research around the factors of decision making open to influence, we explore 3 common decision scenarios (games as defined by Nash) and how you can improve your personal decision making. Scenarios for decisions: Consider the following situations: You win at the casino, and believe you have discovered a ‘method’ for winning every time you play. A relative passes away, and there is disagreement over the division of the estate, and the relationships are permanently damaged. You have a rival who would rather harm your chances more than get any benefit, as long as they do better than you they are happy to wear some pain, too. You are in a negotiation and you the other side is asking for and expecting impossible things from you, ensuring the negotiation goes nowhere even though the path seems obvious to

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Experimenting in innovation

4 months ago 0 0 152

Summary: Innovation is critical to sustained success and experimentation is key to this process Experimentation requires resources, capability and capacity to execute Innovation and change is hard, and what you can do about it What you can do next to help you get unstuck Why innovate? Darwin said it best “Its not the strongest or smartest that survive, it is those most able to adapt”.  When the only constant is change, then the ability to adapt is critical to getting unstuck and adapting to the next ‘normal’. Whether it is as an individual or as a business, we all get stuck in our current status quos and it takes effort to shift to better ways of doing things that make us more successful – even if that is just being able to cope. This process of adapting and getting unstuck requires that we do something differently – we have to

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Running the Hamster Wheel – to disruption

4 months ago 0 0 163

Are you stuck in the hamster wheel- working in the problem rather than on it?   have been presenting to and talking with a lot of senior executives since we have come out of COVID lockdown, and a common theme (which extends to many CEOs I speak to in other settings) is that they are stuck in the ‘Hamster Wheel’ of their business. That is, they have been drawn into working so deeply in the business as they try to navigate the current environment, they have no capacity to focus on much else. The upside of this is that there may be a need for ‘all hands on deck’ to get through and stabilise the business, or in other cases to really take advantage of immediate opportunities. The downside is that no one waits for you to get better, and the ability to work ON your business is diminished as you

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