Ultimately the innovation and change process begins and ends with one basic premise – listen first
How can our organisations cope with a coming tsunami of burnt out workers? The signs are all there that the transition to hybrid/remote working is not as painless as the Zoom and Teams enthusiasts are making out.
We are living through an era of intense turbulence and disillusionment. Even before COVID-19 we were faced with circumstances which the scholar and critic Ziauddin Sardar has described as uncertain, rapidly changing and chaotic. He describes this as a period where the old orthodoxies are dying, but new ones have yet to be born, andContinue reading “How Can We Move Towards A Better Normal?”
This weeks post looks at the two pizza team which was popularised by Jeff Bezos.
In the early days of Amazon he instituted a rule that every internal team should be small enough that it could be fed with two pizzas.
The goal was, like almost everything Amazon does, focused on two aims: efficiency and scalability.
Is it finally the time that our organisations will make the shift to smaller teams, not just because of financial savings, but because of their increased effectiveness and productivity?
Read the post by clicking the link. And if you like it I’d really appreciate a share on your social network of choice.
Have a great weekend!
Bad ideas can spread much more easily than good ones.
And in a world of complex problems – it’s understandable why people reach for ideas that sound like easy solutions.
So it’s important to understand how bad ideas spread as you can use the same tactics to spread your good ones.
Distributed working requires a whole system change. It requires trusting people, it requires removing unnecessary management, and it requires a seismic shift in how we collaborate with others.
This isn’t a binary choice between the office and remote work. Instead we must consider what work used to be, what it is now and what it could be in the future.
Our brain is constantly searching for problems to fix, even when that problem is reducing. When something becomes rare, we tend to see it in places more than ever.
Anyone whose job involves reducing the prevalence of something should know that it isn’t always easy to tell when their work is done
The paradox of employing the term of ‘vulnerability’ is that it makes people more vulnerable.
Faced with uncertainty, those holding the purse strings will be tempted to stop the clock, peddle simplistic solutions and retreat to the past
We are at an inflection point: When it comes to workplace culture, there is a large gap between what leaders think is going on and what employees say is happening on the ground. The Hidden Value Of Culture Makers According to the latest Accenture report – two thirds of leaders feel they create empowering environments—inContinue reading “Do You Really Know What Is Going On In Your Organisation?”
Community groups and individuals have delivered the most useful support networks in a physically distanced world. So now is the time for social landlords to revisit our purpose and reflect on the non value-adding activities that our organisations are involved i
In an increasingly remote and distributed world of work the employees who will have the biggest impact on the most people will rarely be the official leaders at the top.
There have been a few positives amidst the devastation of the COVID pandemic.
One is that it has reminded us of the power of social connection. People have begun supporting and caring for one another locally, with community led groups popping up to address immediate needs in ways organisations simply can’t.
If ever there was a time for critical thinking to make a comeback it’s right about now. This post was written in week eight of the UK lockdown , 55 days in which we’ve generated more speculation, more opinion and more outright bullshit than at any other time in human history. (That statement , byContinue reading “Indifference Towards Truth: Rebuilding Trust In a Post Lockdown World”
One of the few positives of the pandemic lockdown was the opportunity to reset the way in which we spend our working day. This was the chance to prove that remote work actually works. As someone whose job it is to run workplace experiments I’d say six or seven weeks is a very good pointContinue reading “Death By Zoom: Have We Failed The Mass Home Working Experiment?”
In the early hours of Good Friday I found myself undergoing emergency surgery after a complication during an earlier test. Even in the midst of some pretty intense pain I was unwilling to go to hospital – a mixture of fear of contracting a certain virus and some overly optimistic thinking about my super humanContinue reading “How Can We Move From Demand Led Service In The ‘New Normal’?”
Remote work has accelerated 10 years in 10 days. The only thing that could pull people back to the office is the ego of the bad middle manager scared of losing control – Chris Herd The revolution in remote working , when it came, was peaceful. Orderly even. There was no fightback from technophobe hold-outsContinue reading “Did A Virus Just Bring About The End Of The Office?”
A black swan is an unpredictable event that is beyond what is normally expected of a situation and has potentially severe consequences. Black swan events are characterized by their extreme rarity, their severe impact, and the widespread insistence they were obvious in hindsight Back in November I was listening to a talk from Melissa Sterry,Continue reading “Black Swans Can Inspire A New Era of Innovation”
The office, after management, is arguably the biggest inefficiency tax that organisations layer over themselves. They cost huge amounts to procure and maintain, they become an all too convenient base for meetings (another inefficiency tax), and they set a precedent for the expected hours that people are meant to work. Offices promote lengthy commuting whichContinue reading “The Way We Work Isn’t Working”