Simplification is an organisational capability that the CEO, CFO and Heads of Business will thank you for building. Smart organisations are going beyond simplifying their strategies and structures.
Join Mike Campbell and 25 Senior Change Leaders from the likes of Asda, Barclays, BUPA, GSK, Royal Mail, Transport for London, Telefonica and Vodafone to discuss: “Why structural simplification
Making small bets gives you a low risk, highly engaging process to make changes that stick. Adapt quickly, or die fast. As the much quoted work of Richard Foster from Yale School of Management showed
Minimise complexity Business leaders are rightly concerned with how their people feel at work. And if they aren’t, they should be. The evidence is unequivocal. Better engaged people drive better service, greater productivity and higher profits1. What happens if, and when, the engagement stat dips? Usually leaders respond by asking, listening and then, more often
There is an absurdity in being simultaneously overwhelmed with data and yet struggling to access the information we need to do our jobs. Our experience shows that there are some relatively easy fixes. Organisations spend a lot of time creating and reading reports. In the most complex organisations, managers spend up to 40%
As organisations grow, processes, systems, management reports and the volume of meetings grow too. Some complexity is needed. Some complexity should even be embraced. Complexity allows organisations. So, what should leaders do?
Growth equals complexity As organisations grow revenues, headcount and related activity increase too. An organisation which grows headcount by 25% from 10,000 people in 2015 to 12,500 people in 2016 moves from having 18.5 million employee hours a year at its disposal to 23 million hours per year (assuming a 40 hour working week