Strategic impact for local government: 5 ways to ‘power up’ your council strategic planning process
With council planning season fast approaching in Victoria, the 5 steps identified in this article provide councils with valuable insights to apply to their strategic planning process, and to assist in truly bringing strategic impact back into focus.
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Beyond the council plan – creating impact with a corporate plan
The council plan is an important strategic document that describes the outcomes council and the community want to see over the next 4 years and how council will achieve these outcomes. However, as the council plan is a public document, it tends to be outward looking – what council will deliver for the community – rather than addressing important internal issues that may limit council’s service delivery capacity, and therefore the ability to deliver the council plan. One way to address this gap is to develop an internal corporate plan that sits alongside the public council plan.
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Challenges facing organisations and what we can learn from our shared experiences
In this unscripted conversation with senior Right Lane colleagues Marc Levy and Zoe Pappas, they reflect on the strategic and organisational challenges they are helping our clients solve and what we are seeing and hearing from our clients at this difficult and uncertain time, and suggest some topics other organisations should consider as we all make our way through this unprecedented experience together.
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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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Right Lane Review – The collective pivot
COVID-19 has dominated our news feeds, our conversations and our headspace. What is unique is that we are experiencing this collectively. How we experience it will differ but this pandemic affects all of us. This pandemic has demanded a lot of us and it will continue to for some time. However, it too will pass and it is important to think about the kind of organisation you want to be on the other side of this disruption. In this edition of the Right Lane Review we outline processes, tools and practices that will support you to move towards adapting.
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Run better virtual meetings by focusing on what (really) needs to be done
Virtual meetings have fast become our new normal; and while principles for running effective in-person meetings remain highly relevant, we need to adjust our approach and focus to get the most out of our virtual interactions.
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Five practices for conducting successful remote/digital workshops
The current COVID-19 situation is first and foremost a health concern. We must keep our people and workplaces safe and reduce the risk to our families and communities. The secondary challenge is keeping the wheels of our economy and businesses turning. Decisions still need to be made, strategies and plans developed, and we still have to bring together groups for powerful, meaningful collaboration if we are to continue to deliver as best we can through turbulent times…
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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.
Strategy Execution: The great ‘business bake-off’
In our experience helping hundreds of organisations with strategy development and execution, we have found that those that adhere to six critical steps (Frame, Align, Cascade, Task, Oversee and Review) avoid the common strategy execution pitfalls. To truly excel at strategy execution however, organisations must go beyond this basic recipe and discover their own ‘Ex-FACTOR’.
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Helping hands promote successful change
The evidence shows that change management efforts frequently go awry. We’ve found that using a mnemonic, the HANDS of change – Hardwiring, Ability, Narrative, Desire and Support – can help our project teams to address what’s required for success. This article explores a case study to show how the helping HANDS of change function in practice.
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