Supply Chain Disruption a Major Threat to Business Forbes Two important private sector priorities are the use of exercises to stress-test assumptions and plans, and the development of business continuity or trade resumption plans, protocols and...
Get Started for FREE
Sign up with Facebook Sign up with Twitter
I don't have a Facebook or a Twitter account
Your new post is loading...
Your new post is loading...
|
Billy R Bennett's curator insight,
May 8, 2013 9:50 PM
Management Jerks - very difficult people in the workplace - should be classified as Mis-Leaders. There have been interesting studies quantifying the costs. Here is a report on one of them. Coaching can yield results, so can education for the mis-leader and his or her team. However, if change does not come, then do not hide behind the "but he's so technically talented" excuse. The costs of the toxic mis-leader are far greater than peviously thought - now we know he or she can be contagious. Scary thought isn't it.
Billy R Bennett's curator insight,
January 3, 2013 4:01 PM
This article by Anil Giri addresses a problem SCRUM practictioners have experienced: A "too large" and "too distributed" team. However, rather than allowing the team to fail by stopping the project he suggests ways to work around the challenges and considerations to make next time. I like Anil's approach for a few reasons - first he's right. I say that not from experience, but also from the best team research. Co-location is the term for putting people in the same physical space to work as a team. In a previous article I noted the necessity of team members needing to build skills in a co-located team before doing too much work in virtual - remote member - project teams. Here are some other lessons he offers that can be adapted for any team based challenge:
Do you have a team challenge that you would like to be a focus of an article or blog response? Leave a comment or email me at Billy@pyramidodi.com |
Finally! Attention is being paid to supply disruption...
Buried in the middle of the IT informaiton sharing is this...
Supply chain structures should be adaptable and agile so that they can quickly adjust and respond to market and economic conditions. Transparent organizational structures, including a clearly defined corporate structure and coordinated departments with clear responsibilities, can help reduce confusion and speed action if and when a disruptive event occurs.
Too much attention on IT often happens to provide an easy answer to the structure, agility and clarity requirements. This involves people. Most think IT solutions are easier... they are not, just easier to purchase.
Over the last few years we have placed intensive care teams into organizations addressing these very things. Our approach is to stabilize the unit with "teaching and coaching leaders". Helping people understand their purpose and experience winning is crucial. The results have always come faster than any IT solution. In fact, they are necessary for any IT solution to work.
www.pyramidodi.com