Publications
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.
It’s important to remind ourselves that regardless of how we got there – we pivoted. We brought our office furniture home, found nooks and cupboards to turn into offices, negotiated table space, bemoaned internet speeds and re-negotiated our calendars. The step you take after you pivot is the first of many towards adapting. In this edition of the Right Lane Review we outline processes, tools and practices that will support you to move towards adapting.
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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Strategy means sacrifice: What are you willing to give up?
In this article, we explore the link between strategy and sacrifice and challenge you to consider not just what your organisation will do, but also what it won’t do, in order to maintain a sharp focus on things that really matter.
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Building a collaboration strategy: your key to unlocking collaborative advantage
A collaboration strategy is a powerful tool for building alignment and enabling cooperation. This technique produce dramatic and enduring results both within organisations and with external partners.
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Three levers for enhancing your organisational network
In our work, we often witness leaders affecting remarkable changes within their organisations. We take a closer look at the underlying networks that enable these organisations to thrive and examine three different levers through which leaders can leverage these networks to affect change.
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Strategic impact: five ways to disrupt your strategic planning process
One of the main functions of strategy teams is to choreograph the strategic planning process. In this article we suggest five ways to disrupt your next strategic planning process, and bring back the strategic impact.
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Women’s financial security: five levers of change
In this article we present a framework for assessing the disadvantages women face and outline five levers of change for addressing these issues. These ideas were developed in preparation for and during Right Lane’s inaugural 2018 Women’s Financial Security Forum.
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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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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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Strategy and business models: indistinguishable or distinct and complementary?
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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