6 days ago

Organizational Design Needs Deep-Rooted Change

Every day, executives lean in and light up when we describe the virtues of operating with true customer obsession, vowing to make a change. …and then they return to their reality. The entrenched design of their companies’ organization holds them back. …

2 years, 2 months ago

The Ignorance of Management – Deep and Wide

While on LinkedIn a couple of weeks ago, an interesting graphic caught my eye. Titled “The Iceberg of Ignorance”, it referred to a 1989 study in which: …consultant Sidney Yoshida concluded: “Only 4% of an organization’s front line problems are known by top management, 9% are known by middle management, 74% by supervisors and 100% […]

2 years, 11 months ago

Auftragstaktik and fingerspitzengefühl

Two words: auftragstaktik and fingerspitzengefühl. To an English speaker, they might look kinda weird, but they’re key to getting an enterprise to work well… The terms originate from the German military, from around the early-19thC and mid-20thC respectively. They would translate approximately

3 years, 11 months ago

How to Build a Sustainable Business Architecture Practice

Starting a business architecture practice is definitely hard work, but building a sustainable practice is even harder. The data I am seeing is that 60% of business architecture initiatives are failing. The biggest challenge in moving from startup to sustainable practice is that the enablers for starting and propelling a startup forward are not the […]

4 years, 19 days ago

Why High Performance Organizations Are Hard to Build

Productive organizations get more work done than expected. High performance organizations produce the unexpected. They not only produce more, they also produce “different”. When most people think of organizational performance, they think first about productivity. Are we getting enough work done? And how do you get a highly productive organization – by focusing on efficiency. […]

4 years, 4 months ago

A Systems View of Business Architecture

A couple of weeks ago, Accelare collaborated with Penn State and Gartner Research to produce a 3 ½ day executive education workshop entitled “Enterprise Transformation and Integration: Beyond IT/Business Alignment”. I taught one of the sections but I also learned a lot from the other faculty members. Last week I posted a piece entitled Four […]

4 years, 4 months ago

Three Essential Elements for High Performance Organizations

The elusive high-performance organization I have recently turned my thinking to high performance organizations and how to create them. Though most of us have worked in good organizations (and a few bad ones along the way), few have firsthand experience of really great, high-performing organizations. They are in fact very rare creatures. We know they […]

4 years, 5 months ago

Not All Change Is Transformational

 “Transformation” has become a highly overused, misused, and abused term. Many organizations seem to “transform” on a regular basis. We consultants are also guilty of overusing the term, partly because it represents some of the most interesting work we do, and partly because it is the rare company that can successfully pull off transformational change […]

4 years, 6 months ago

Don’t Let Your Context Manage You

In previous posts, I have identified four types of contextual elements. Management: Understanding the Management Context Structural: Understanding Structural Context Cultural: Got Culture? Personal: Personal Context: The ME Factor In my 30 years of managing and consulting, I have seen some really bright, talented, driven people fail, some quite spectacularly, by ignoring or misreading their […]

4 years, 8 months ago

Understanding Structural Context

Structural context is the context designed into organizations. It largely describes things like span of control, decision-making authority, and distribution of resources. It also reflects the stated values of the organization’s leaders on such things as risk taking, empowerment, customer engagement, and employee satisfaction. Organizational members typically have a common interpretation of the structural context […]

4 years, 9 months ago

Introducing the Three Types of Context

Context is everything! Well, maybe not everything, but definitely more important than most like to admit. It is much easier to think that we can craft a strategy so powerful, create a model so logical, design a process so efficient that everyone will see the brilliance in our methods and follow us to the ends […]