Plan to fail - don't fail to plan

Plan to fail – don’t fail to plan

2 years ago 0 0 1303

“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many times do people and organisations spend massive time and effort generating a ‘plan’ only for it to be completely out of date before the ink is dry?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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Experimenting in innovation

3 years ago 0 0 611

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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Don’t waste your change efforts!

3 years ago 0 0 459

Any change requires effort Too much change often leads to change fatigue To drive meaningful and lasting change, efforts around learning and acting both have to occur Ensure that both ‘efforts’ are included to avoid wasted (and failed) change efforts   Personal or corporate change is always seen as ‘hard’.  It doesn’t have to be difficult, but it always will require effort to break out of the current status quo, experiment with new behaviours, and then practice them consistently to make them the new norm. When we go through rapid change, these efforts can be taxing.  Change fatigue often happens when the pace of change is too great and people don’t have the bandwidth or resources to invest the efforts into change processes. Deciding which changes that you face are important and necessary can be a great way to bring your focus and effort on the changes that you want

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Agile as a mindset or a methodology?

5 years ago 0 0 1225

There is so much to be gained by using positive project methodologies such as scrum or agile. It can positively change organisations when they take on modern project methodologies that turn old ways on their heads. The problem with these approaches is when they become fixed in the business as a methodology, rather than unleashing what they can being as a mindset. Let me explain. If I use an ‘agile methodology’, then I become process bound to do ‘sprints’ and all of the other specific process elements that are described in the agile process. Sure, I can get a certificate in agile process, and then become rigid around enforcing that process in my business. I have seen one sales team that used the scrum ‘daily standup meets’ with all of the hoopla, and a complete disinterest from the staff involved. However, because it was ‘in the process’, it was put

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Analytics: Big data, bad behaviour?

8 years ago 0 0 1494

We exist in a world where ‘big data’ drives many decisions about what happens to us, what we are offered, and how we interact. The process of advanced business analytics is welcomed by some, who enjoy everything from customised medicine through to seamless online experiences, whilst others are afraid of what people know about them, and what they can do with this knowledge. Does ‘big data’ mean ‘bad behaviour’? So what is all the fuss about? What are people scared of with data analytics – and should they be? If companies have access to all of our data, does that mean that they can do things which we would consider unacceptable breaches of our privacy or individual identity, or make bad decisions – that is, demonstrate ‘bad behaviour’? What is ‘big data’ anyway? Data analytics is seen in business as a massive driver of competitive advantage. The more you know

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Are you making the ‘Wolf of Wall Street’ mistake?

8 years ago 0 0 1508

Focusing on both successful outcomes and successful behaviours is the key to building sustainable high performance in business. Caveat emptor – buyer beware. It really is true that you get what you pay for. This is absolutely true when you consider the things we focus on – and incentivise – in the workplace. Consider the following examples: • Jordan Belfort – the ‘Wolf of Wall street’ only focused on outcomes (making money), which encouraged behaviours which ended with him in prison. • Companies set their salesforce a goal, and once they achieve it, they start ‘banking’ sales for the next quarter. • The business puts out a behavioural edict to ‘manage costs’ – and misses business opportunities because it becomes more important to ‘watch the penny’ that capitalise on opportunities to deliver business results. In these examples, if we focus only upon ‘outcomes’ we may get exactly what we pay

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Disruptive innovation- Have you got it wrong?

9 years ago 0 0 2148

The idea of disruptive change is very ‘hot’ in business and innovation circles at the moment. There are conferences dedicated to it, books written about it, people who have ‘disruption’ on their business cards or Linkedin profiles. However, my guess is that 90% of people in innovation and business are missing the real point about disruption. In this article I take a look at the idea of disruption, and what businesses can really do to understand it and apply it to their business situation. The source of ‘disruptive innovation’ In 1997, Clayton Christensen published a book called ‘The Innovator’s Dilemma’, in which he coined the term ‘disruptive innovation’ to describe what he saw in some case studies in the computer industry. The term has gained prominence since then, but I believe that it has now ‘jumped the shark’ – and it is time to really understand ‘disruption’ for what it

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