Publications

Benefits realisation: from hodgepodge to hierarchy

December, 2018

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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Strategy and business models: indistinguishable or distinct and complementary?

December, 2018

What does the term ‘business model’ actually mean, and is it distinct from a corporate strategy? At Right Lane we believe that the two concepts are complementary descriptions of an organisation’s approach to winning in the market. Each represents a different cognitive approach, and both are essential for leaders to contemplate when charting the course for their organisation.

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Ten ideas to breathe life into your strategy

December, 2018

At Right Lane we believe that ‘best practice’ is an evolving concept and that continually seeking new ideas to improve your strategic planning process will help you breathe life into your next strategy. We draw on our experience and learnings from hundreds of recent engagements, to present 10 ideas for your organisation’s next annual strategy development process. These ideas will help bring premeditation, anticipation and purposeful design to your next strategy and planning process.

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Build and maintain the momentum of strategy execution with quarterly ‘best next steps’

November, 2018

Too often we see strategies with a long list of actions. The fear for potentially taking the wrong action grips, overtaking the fear of taking no action at all. To overcome this ‘paralysis by analysis’, we urge organisations to develop and embed internal processes to help define their next act.

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Scaffolding strategic projects – giving them the help and support they need

July, 2018

As projects are becoming the default way to get things done within organisations, we’ve found that ‘scaffolding’ project teams – that is, giving them the necessary support – increases the chances of their success.

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What can business problem solvers learn from physics?

July, 2018

Finding the right approach to meet a business challenge relies on having the right tools in your problem solving toolbox. This article explores how problem solving by analogy is an approach to problem solving that we can borrow from physics.

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Setting strategic measures – four suggestions to make it worth the effort

July, 2018

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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Organisations that deliver – five elements that set the best apart from the rest

July, 2018

Strategy without execution is just a collection of ideas – successful execution requires committed effort across the organisation. This article outlines five elements for effective strategy execution.

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Better decision-making: A key to unlocking organisational effectiveness

July, 2018

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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Our purpose at work – serving organisations that do good

June, 2018

Helping organisations that do good do better is central to our management consulting practice. The work we do with for-profit and not-for-profit organisations that play a constructive role in creating a better world is above all else why we come to work and what gives us meaning and fulfilment in our professional lives.

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