Making sense of COVID-19: Dynamic Pathway Planning – WEBINAR & ARTICLE
In this article, we apply our own Dynamic Pathway Planning methodology to illustrate its practical application for organisations seeking to make sense of COVID-19 and develop their medium-term COVID recovery plan.
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New year, new challenges: Ideas to inspire action
At Right Lane, most of our work centres on helping our clients develop and implement better strategies. Because it’s so central to our practice, we try to stay on top of every development in the academic literature and practitioner discourse. We reflect regularly on our project learnings, and we endeavour to harness our own ideas and advance knowledge in the field.
This collection ‘New year, new challenges. Ideas to inspire action’ includes some of our best thinking with regard to resource allocation, team effectiveness, strategy implementation, and getting full value from strategy workshop outcomes.
Right Lane Review – Commit to taking action
In this edition of the Right Lane Review we are asking you to commit to taking action. Sometimes it feels like we expend all our energy in the thinking and planning, and that the doing falls flat. It takes real commitment to see things through and it is often what is lacking in organisations. This edition focuses on action – frameworks and tools to help you commit to your course of action and see it through to success.
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Three practices of agile resource allocators
Allocating resources in a more flexible way is a persistent challenge for clients. We consider three practices of agile resource allocators that enable organisations to allocate resources where they are needed, when they are needed.
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Benefits realisation: from hodgepodge to hierarchy
At Right Lane, we’ve observed recurring challenges in the way organisations approach benefits realisation. We suggest that organisations adopt a benefits realisation hierarchy, at the top sits the ultimate impact sought by the organisation. Below that is a causal logic demonstrating how the benefits are interrelated. This forms the organisation’s house view on how value is created, and allows for management to contain, sharpen and link benefits.
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Setting strategic measures – four suggestions to make it worth the effort
The task of setting strategic measures may appear straightforward but it can often be treacherous. Creating a ‘house theory of measurement’, in which desirable properties of clients’ strategic measures are identified, is a good place to start.
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Curiosity will make you ready for complexity
Is curiosity just another ‘Q’ (in addition to IQ and EQ)? This article explores the different kinds of curiosity and how you can build your, and your organisation’s, capacity for staying curious.
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