Right Lane Review – Fresh approaches to old challenges
‘If you always do what you’ve always done, you always get what you’ve always gotten’. In this edition of the Right Lane Review we discuss how to break away from formulaic approaches to strategy and planning and explore powerful new approaches to tackling long-standing challenges.
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Liberate resources by running meetings more effectively
The benefits of meeting effectiveness can be tangible and significant. In one organisation we worked with recently, the executive successfully recovered ~44% of the time they spent in meetings.
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Enhancing effectiveness through improved vertical and horizontal team alignment
An organisation’s effectiveness is fundamentally dependent upon the alignment within and between the teams on the frontline. We outline five practical steps you can take to improve vertical and horizontal team alignment.
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Better decision-making: A key to unlocking organisational effectiveness
If senior leaders are the ‘brain’ of the organisation and the employees are the ‘arms and legs’, then decision-making is the neurons that receive, process and transmit information throughout the body. Find out how to unlock the full potential of these neurons!
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Are your values actually what you value?
Giselle Diego – February 2017
There is an increasing focus on values, culture and behaviours as critical aides to a successful organisation. Redefining values using inclusive approaches enables organisations to uncover what is at the heart of what they do.
Are we there yet? Organisation design amid constant change
Dr Marc Levy – February 2017
Twenty three CEOs shared with us their major issues and challenges. Some of the most common related to planning under uncertainty, resource allocation to digital, and what to do with big data.
Will you be champions this season?
Matt Hardy – May 2013
In this article Right Lane identifies five essential elements for successful change management: Leadership from the front; clear definition of the change and the change-readiness; face-to-face engagement with your people on the ‘what’, ‘when’ and most importantly ‘why’; change implementation actions that cater for human behaviours as much as necessary process changes; taking a structured approach to change.