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.
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.
In the October ALC we explored different aspects of this challenge in our usual collaborative format. We discussed:
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.
Our July event dived into Radically’s key learnings from 5 years of building future-fit organisations. The key topics we unpacked were:
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.
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:
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.
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 :
Sujith Ramachandra created this visual recording of the event.
There were some wonderful insights generated in what was a very honest, open and powerful learning opportunity.
A special thanks to Savonne Wordsworth, Braam Conradie, and Nick Pudney for sharing with the community.
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:
The talented Sujith Ramachandra produced a beautiful visual recording of the session:. For a high resolution version, please click on the image.
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.
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
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.
As usual, Sujith Ramachandra produced a beautiful visual canvas. For a high-resolution version, click on the picture below.
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.
Given the last two years, it is no surprise that many firms are looking to become more adaptive. Many try to achieve this using agile techniques, however on its own, agile lacks some critical ingredients required for success. In the final ALC meeting of 2021 we asked two experienced executives their throughs on Building an Adaptive Organisation: an Executive Perspective.
The session contained three key sections, each concluded with a series of audience breakout rooms to discuss the topic.
Our panel was:
Nicola Richardson – Executive General Manager People & Culture. Nicola Richardson is responsible for the people and culture focus of Genesis, including recruitment, talent development, cultural change, Agile, property and procurement. Nicola’s leadership focuses on creating a high-performing and thriving culture that embraces empowerment, inclusion and wellbeing. Nicola has a passion for preparing for the future leading organisations to be adaptive to remain relevant.
Dawie Olivier – Chief Technology Officer at Jarden Group and former GM of Enterprise Transformation at Westpac. Dawie is well-known to many NZ audiences for leading the design and implementation of new agile-and lean-based working across Westpac. Dawie has global experience guiding firms through the critical elements required for success and will share his key insights learned to date.
We started out by discussing the role of the executive in building an adaptive organisation. Nicola shared how Genesis’decision to adopt agile ways of working was driven out of the desire to be more customer-centric by improving product development and online presence. From across the executive, they didn’t need to speak about the practices – they just spoke about the desired outcomes. The focus was on leadership and sponsorship on where they wanted to go. So to start with, Genesis didn’t discuss being adaptive, but the executive is talking about it now and strongly aligned around it.
Dawie shared how it isn’t about agile or lean – it is about the new place you want to go and how you want that to feel when you get there. It is all about having a clear purpose! Give me a mountain to climb and a great reason to climb it then I’ll be there all day long.
We then discussed the role of the CEO in building an adaptive organisation. Watch the recording below for all the details:
As usual, Sujith Ramachandra from Radically produced some beautiful visual notes. For a high-resolution version, please click on the image.
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