Designing Value Streams to Unlock Organisational Performance

In the May ALC, Dan Teo explored how a value stream model can address four critical challenges organisations face today.

Special thanks to Dan for sharing his insightful tips on the 3 key considerations when designing a value stream model; separating work and people management, redefining power and authority, and mindset and beliefs.

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Achieving High Performance through Psychological Safety

In the March ALC, Edwin Dando unpacked what psychological safety is and is not, assessed the levels of psychological safety in your teams and worked through ways that you can immediately improve it.

There were some key tools to help you show up and create a more psychologically safe work environment. A special thanks to Edwin Dando for sharing with the community.

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Leading through 2024: What you can do for your people

In the February ALC, Dr Denise Quinlan, outlined the ways that leaders can engage and empower performance in their people as they re-focus on work for a new year.

Denise drew on her research with NZ and Australian organisations to share some of the strategies leading organisations are adopting to successfully meet the challenges they face - also explaining why future-focused leaders need to put their own 'psychological house' in order to lead effectively.

There were some practical insights and ideas that we could implement immediately to strengthen our teams and improve on the job performance. A special thanks to Dr Denise Quinlan for sharing with the community.

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What to Centralise & Decentralise in your Op Model

In the October ALC we explored different aspects of this challenge in our usual collaborative format. We discussed:

  • The different organisational factors to consider when designing your approach
  • Practical frameworks to help us achieve the right balance
  • How to avoid trading-off autonomy and alignment
  • The role of leadership

There were some wonderful insights and key learnings gained from this session. A special thanks to Kacper Mazek and Tiziano Rullo for sharing with the community.

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Adaptive Organisations,
– Sharing 5 Years of Radically Insights

Our July event dived into Radically’s key learnings from 5 years of building future-fit organisations.  The key topics we unpacked were:

  • What are the key components of an adaptive organisation?
  • What is the role of leadership?
  • When might we consider an adaptive operating model?
  • What are the critical things to get right?
  • What approaches have others taken and how well have they worked?
  • What organisational capability needs developing?
  • How do you successfully implement this type of change?

There were some wonderful insights and key learnings gained from this session. A special thanks to Kacper Mazek and Tiziano Rullo for sharing with the community.

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Adaptive Innovation
& Design Sprints in the Construction Industry

Our June event dived into the topic of how the innovation sprint programme helped Fletcher Building become more sustainable.  The key topics we unpacked were:

  • What business challenges Fletcher Building faced and how innovation has helped
  • What tools, practices and frameworks Fletcher Building applied
  • Learnings and lessons

There were some wonderful insights and key learnings gained from this session. A special thanks to Gerald Mackenzie and Ferran de Miguel Mercader for sharing with the community.

 

Ellie Mackereth created this visual recording of the event.

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Delivering a large-scale culture and business integration programme

In 2022, Mercury launched the Retail Integration Programme – a large, complex and far-reaching piece of work designed to bring Mercury and Trustpower together.  The programme is still in progress and spans culture, processes, data and technology, while also designing the future of Mercury’s retail business.  Realising traditional ways of working would not cut it, they adopted adaptive ways of working to not only deliver the programme, but to pave the way for how Mercury will work in the future.

 

Our March event dived into leading a large complex change programme encompassing multiple different delivery structures, including the leadership required for success.  The key topics we unpacked were :

  • The key lessons and challenges leading such a large, complex piece of work
  • Applying Adaptive Ways of Working to such a programme.
  • The leadership journey the team went on and changes experienced
  • Advice for senior leaders and executives who are embarking on ambitious change programmes

 

Sujith Ramachandra created this visual recording of the event.

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There were some wonderful insights generated in what was a very honest, open and powerful learning opportunity.

A special thanks to Savonne WordsworthBraam Conradie, and Nick Pudney for sharing with the community.

Frontline Experiences Leading the Adaptive Journey

Leading adaptive change can be daunting. What is the best approach? Do you “tear off the bandaid” with a big bang approach, or is it better to take a steady, iterative approach? What sorts of challenges might you face along the way and what sorts of ways might you solve these? How do you keep your executive team aligned when there are so many competing priorities? How do you obtain stakeholder buy-in and support for the change? Do you lead this yourself or do you partner?

Our October Adaptive Leadership Collective meeting featured Hannah Croft (Chorus) and Susan Parkes (Auckland Transport) who are leading this change in their organisations.

Our discussion spanned three key subject areas:

  1. Leading the organisational change – key lessons
  2. Managing the executive other stakeholders – what does and doesn’t work?
  3. Miscellaneous other topics including maintaining your own energy levels over a long journey, key tips and and tricks learned through experience.

 

The talented Sujith Ramachandra produced a beautiful visual recording of the session:. For a high resolution version, please click on the image.

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Design an Adaptive Operating Model

How do you Design an Operating Model that brings a strategy to life and defines how value is created and delivered?  At the June ALC meeting, we experimented with a workshop-based format, taking participants through a case study and collaborative group work to determine the pros and cons of different operating models. Photos from the event can be found below.

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The Great Resignation – Curse or Opportunity?

Is The Great Resignation a curse or an opportunity? For progressive, adaptive, and human-centred organisations, it could be the latter.

With record levels of people changing jobs in most markets, The Great Resignation is probably one of the largest movements of talent we have seen in living memory. There is little doubt it has arrived in New Zealand and will significantly impact business. No one knows how it is going to play out but what we do know is that

  • more than 50% of employees have high intentions to resign
  • two-thirds of employees believe they have solid job opportunities elsewhere.
  • 90% of people surveyed in the Meaning and Purpose at Work Survey said they would sacrifice up to 23 percent of their future lifetime earnings for work that is more meaningful.

Clearly, adaptive organisations must plan to address the risk of losing critical talent.

On 5th April we brought the Auckland business community together to discuss whether The Great Resignation is a curse or opportunity, and share perspectives and experiences, along with expert insights from Helen Meade and Shaun Philp.

A full recording of the session is below.

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As usual, Sujith Ramachandra produced a beautiful visual canvas. For a high-resolution version, click on the picture below.

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Purpose is King

 

A topic we discussed in the breakout rooms was the work of human motivation guru Neel Doshi, author of the NY Times bestselling book Primed to Perform.  Neel shows how there are three strongly positive motivators (Purpose, Play and Potential) that drive motivation and engagement, and three strongly negative ones that crush it (Emotional Pressure, Financial Pressure and Inertia).

The webinar we ran with Neel (below) shows that The Great Resignation has made his work even more relevant than ever.

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