Rapidly pivoting to new priorities and understanding what can be done now to solve immediate impediments to work are the new normal for executives. Their need to be more responsive has led to rapid acceleration of digital transformation plans and business agility.
Scaling is challenging and one of the key reasons agile initiatives fail is that the culture of the organisation is at odds with agile mindset and agile principles. But the next key factor is management support. So we knew that this change needed to be driven and supported by the leadership team in order to be successful.
Every executive is familiar with the hours long weekly meetings where senior leaders report to the CIO. When the world is rapidly changing and whole divisions work remotely, comprehensive formal reports are good but outdated by the time they’re written.
Since the outbreak of COVID-19, remote working is becoming more and more the norm. While employees are starting to settle into remote working, leaders find themselves challenged in ensuring their employees are engaged and productive.
The concern is that with remote working, we lose visibility and transparency and may not identify a problem till later down the track when a release or delivery is at risk. We analysed teams and provided executives with transparency of which teams we needed to target for coaching support and guidance to uplift the team’s ability to work remotely, remain cohesive as a team and deliver successfully.
As more and more staff are adjusting towards working remotely, Executives and their programs and teams will need additional support to enable them to maintain productivity, to stay connected and engaged to deliver critical outcomes. Here’s how to address these challenges.
Better executive decision making comes from transparency and effective metrics. In agile, what does this look like?
Getting started with agile can be daunting. So what are the real questions you should be asking? It all starts with teams and understanding that agile is not just for software or the people that report to you.
Can you predict the future? Can it really be planned in the 21st century? In the face of relentless technological change, disruptive forces in industry after industry, global competition, and so on, strategic planning often seems like pointless wishful thinking.
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