In our experience, board process dynamics are a major contributor to performance. They are a strong prediction of contribution– more so than either professional qualifications or networks of the board member. Process dynamics make the board team greater than the sum of its individual members. Co-Authored by Norm Smallwood, The RBL Group and Paul Butler, Global Edg
By definition, a cardinal rule is a rule on which all other rules hinge. It provides context and serves as a starting point. In our experience, the cardinal rule of all organization improvement work is, be clear about what you are optimizing.
Over the past weeks we’ve shared some insights on how to better manage the collaboration conundrum. Here are the survey results.
As illustrated in Part 1 of this article series, the conundrum with collaborations is the more we push for collaboration, the more we see wasted time and slower decision-making. Over time we have learned principles and lessons that help manage the conundrum and allow collaboration to be effective. We begin by making a few decisions, guided by simple principles, which help determine the optimal approach to use.
Effective collaboration does in fact drive business results while simultaneously energizing and engaging the organization. We have been fortunate to work with a number of cross functional teams who had a focused goal and left the agenda from their individual functions at the door. We have been part of great improvements in time to market, brilliant change plans, significant reductions in handoffs, notable cost savings, and great product development. But these are the exception, not the norm.
Over the past twenty years, I have seen many leadership teams successfully guide their businesses through major change. There is a common denominator in our business turnaround efforts: ‘Seven Pillars of Successful Turnaround and Transformation.’
Occasionally while driving one will see a road sign that reads, “Proceed With Caution.” This warning sign alerts us to be particularly aware of our surroundings and reinforces the need to pay attention to details. It is different from a stop or detour sign. We are supposed to continue moving forward, but to do so with thoughtfulness and focus.
For the last 30 years, the RBL Group has been on the forefront of HR transformation. We believe that HR is not about HR, but HR begins and ends with business. We find that many who focus on HR transformation are focused almost exclusively on how to organize the HR department. We believe in designing the right HR department, but focusing ONLY on the HR department is a narrow focus of the overall effectiveness of HR.
We all intuitively understand the value of alignment and how much better the organization would function if silos didn’t exist and if everyone were working together, with the same goals and the same end in mind. Organizations that are well aligned have clarity about what matters most.
In good and bad economies, functions such as HR, Finance, and IT are in a continual cycle of growing then shrinking and centralizing only to decentralize. They are reengineering, downsizing, outsourcing, or creating shared service organizations. One day they are asked to increase responsiveness, the next they’re asked to cut cost and improve efficiency.