A small team can accidentally build the operating system of a much larger company.
Continue readingSmall Team with Big-Company Complexity
Category: Operations Management
Bad News, Good News, Same News
An Artifact-First Decision Process
How should an artifact-first distributed team make decisions without turning everything into meetings or consensus?
Continue readingEfficiency And Wellbeing: Simple 5 Minute DIY Assessment
It’s usually either efficiency or wellbeing that we try to measure in a team. But what if I told you they only seem independent in the short term? In the long run, they affect each other and your chances of success. If you put efficiency and wellbeing on axes, your team will fall into one of four states. It might be something you’ve felt for a while, but haven’t clearly seen — until now.
Continue readingDo I Need to Hire a Manager?
Does your team need a manager? Why leadership still matters — even in flat, autonomous teams.
Continue readingHow to foster innovation in the workplace
If you want to kick off innovation in your team AND you care about practical real-life doable things, not a theory, this post is for you.
ICE Scoring Model for Prioritization
ICE scoring is a simple, rough, and fairly good method for quickly prioritizing without focused, comprehensive analysis.
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4 Steps to Effective Change Planning within Change Management
You’ve probably heard this phrase or the so-called first rule of programming: “If it works don’t touch it”. I believe there is something about this joke, at least to the point that you shouldn’t change for the sake of change. And when you decide to change something you clearly understand why and what you want to achieve.
If you simply ask yourself these four questions you can ensure you are good to go with your change management program:
Continue readingA common mistake in change management: “We need more gold!”
That’s something I regularly encounter when a manager needs to improve a process, fix something that doesn’t work and so on. A number of times it starts with “first we need to” and follows by anything that means obtaining additional resources: hiring a new team, ordering the services of a consultant, buying an expensive training course, renting a new office, subscribing to a new software etc. Of course, at some level, these options are excellent, although they are hardly the best place to start.
Why do managers, and especially beginners, tend to opt for these additional resources from the very beginning in a change management process? Because it seems easier than working with existing resources. Sometimes it is easier in fact and sometimes not, but almost always more expensive in the short run.
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