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.
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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Ten ideas to breathe life into your strategy
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’
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
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?
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
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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