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.

Organisational agility – how to knock down structures that are limiting your organisation’s effectiveness.

April, 2014

Matt Hardy and Dr Marc Levy – 2014
Agile organisations dramatically outperform inflexible ones. This Right Lane white paper explains how your organisation can increase its strategic freedom, capacity and focus, and provides 10 practical tips that can help improve your organisational agility.

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Seeing is believing: visual metrics displays

December, 2013

Lauren Spiteri – December 2013
How do you display how the organisation is performing against its strategic objectives? A visual metrics display (VMD) is a visible, visual representation of the progress you are making on your strategic objectives and your priorities, along with key how/who resolutions.

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Intensive business planning: A case study

December, 2013

Julia Bentley – December 2013
Case study: A focused and disciplined approach to business planning, undertaken in an intensive week of activity, allowed the MD to initiate necessary organisational changes quickly and to build momentum for performance improvement.

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Cascading strategy to align your organisation

December, 2013

Brad McSwain – December 2013
The best-laid strategies can be brought undone by a failure to execute. We suggest 5 ways to a smooth cascading of strategic objectives throughout the organisation, giving strategy the greatest prospect of success.

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The end is the beginning: An approach to strategy development

December, 2013

Stuart Wilkinson – December 2013
The best, and most sustainable, strategies are widely supported, which means appropriately involving not only the executive and staff in developing strategy, but also the board. In this article Right Lane identifies three basic foundations for getting started with strategy.

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Making focus a habit of your organisation

December, 2013

Dr Marc Levy – December 2013
As with individuals, organisations can sometimes struggle to achieve their objectives through lack of focus. This article suggests five areas organisations should focus on to ensure focus remains a habit.

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A sourcing framework for a PMO

November, 2013

November 2013
How can a PMO readily access skills and capacity to get projects done? From our experience of working with our clients’ Project Management Offices (PMOs), we propose a sourcing framework to assist in deciding whether a project – or the roles within a project – should be outsourced or kept in-house.

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Will you be champions this season?

May, 2013

Matt Hardy – May 2013
In this article Right Lane identifies five essential elements for successful change management: Leadership from the front; clear definition of the change and the change-readiness; face-to-face engagement with your people on the ‘what’, ‘when’ and most importantly ‘why’; change implementation actions that cater for human behaviours as much as necessary process changes; taking a structured approach to change.

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Top 10 thoughts about change

May, 2013

May 2013
This article provides a range of insights about change from some philosophers, economists, writers and analysts; from Greek Philosophers to Michael Jackson.

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Living with uncertainty: how to get fit for the game of strategic change

May, 2013

Brad McSwain and Dr Marc Levy – May 2013
In the article, we outline a four-step approach for long-term planning in an uncertain market environment. This approach helps senior teams to think through multiple scenarios and possible pathways, with the aim of increasing their foresight and capability to shape their possible futures.

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