November edition of Streamline is here! Just like our next workshop (with Noa Ganot, no less!), the PPM world has been asking "How do you build a good Strategic Roadmap"?
What caught our attention in October
To make your strategic roadmap better, you need to prioritize at the right level. Roadmaps require massive prioritization. But prioritizing what exactly? (7 min read)
The first rule of data is: Don't ask for data if you don't know what you are going to do with it. (2 min read)
Great remote managers micro-understand their employee's work. Micro-understanding is about being present, hands-on, and operationally vigilant without being intrusive. (8 min read)
Too many companies are caught up in “doing” digital transformation rather than focusing on value. To become truly "future-ready", companies need to understand the three different types of digital value (from customers, operations and ecosystems), then take action. (6 min read)
To create a more collaborative environment, consider creating peer one-on-one conversations. Too many leaders work solo—and that's because their managers expect them to do so. Peer one-on-ones can help build trust, clear impediments across the organization, and create allies for change. (4 min read)
The 7 factors of good governance on projects. It’s actually easier to work in an environment where there is governance in place because it gives you boundaries. And, like toddlers, people respond well when they know how far they can go. (7 min read)
Is agenda theater ruining your meetings? Research shows that while we sink time and effort into agendas that create the appearance of effective meetings, that does not necessarily improve how meetings are run. To avoid falling into this trap, we should take an outcome-centric approach. (7 min read)
The first two questions of risk management are: 1. Can I afford the downside? 2. Can I improve the chances that the risk event won't happen, or can be somewhat mitigated if I can obtain more knowledge? (2 min read)
Three strategies to overcome resistance to change. Most change management strategies assume that opposition can be overcome through communication efforts that are designed to persuade. This assumes that resistance always has a rational basis and clearly that’s not true. (11 min read)
When digital transformation efforts fail, it is often due to the mismanagement of people. The success of digital transformation in organizations depends on a combination of technology and people. However, many leaders ignore the role of human capital in their plans. (5 min read)
I very frequently get the question: ‘What’s going to change in the next 10 years?’ And that is a very interesting question; it’s a very common one. I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two — because you can build a business strategy around the things that are stable in time.