Change Agents have an emotionally taxing job. How can change agent teams provide a respite for themselves?
Metrics are a powerful thing, but as Spiderman knows, “with great power comes great responsibility.” Bad metrics and even good metrics that fall into the wrong hands, can be used in ways that can harm the organization and its people.
“Transformation” is the buzzword of the day. Agile Transformation. Digital Transformation. HR Transformation. But what does “Transformation” really mean?
The Change Management Industry approach is basically summed up as “Get them to want to do it, teach them to do it, reward them for doing it.” Then why does Culture still eat Strategy for lunch? Is all this focus on Change actually working, or are we missing the whole point?
Instead of thinking about the process in the foreground, think of it as a backdrop. It’s there to support you so that you can focus on other things. Allow the process to free you up to focus on what’s really happening with the people.
Are you making your organization Agile? Or are you making them money? Too many organizations get distracted by the means and lose sight of the goal.
The Agile Community has adopted the concept of “Coaching” in guiding teams to become Agile. What is Coaching? Do Agile teams really need Coaching?
“Reduce Variation!” For years Six Sigma and the Reductionists have drilled this mantra into the minds of Corporate Process Improvement people. But is variation always a bad thing?
Transformation Leads are struggling because they are ill-positioned to make the change they are accountable to make. How do they fit in the existing org structure? Is it HR? Process improvement? Project Management / PMO? Let’s explore some options.
Agile teams sing the praises of “shared responsibility”. “The TEAM is responsible!!” they chant as unicorns and rainbows appear in the sky. Is shared responsibility really unilaterally good?