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.
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.
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.
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.
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.
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.
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.
A graphic representation of the demographic change from 2000 to 2020 in Australia.