Eiren O'Keeffe’s Post

Interesting read on how to structure IT team depending on your priorities and culture. I found the points on aligning IT closer to the business to be relevant. "IT team structures should foster both business impact and productivity, says Andres Velasquez, a principal, consulting and technology transformation, with business advisory firm EY in an email interview. “As a general principle, in modern, customer-centric organizations, the closer IT teams are to the business, the more valuable they are,” he notes." #leadership, #StrategyExecution, #PeopleFirstCulture, #TechnologyInnovation, and #DigitalBusinessTransformation

🚨 Our report reveals a critical insight: 53.5% of organisations struggle to effectively support the flow of ideas to outcomes with their current work management tools. Are your collaborative tools driving real value or just ticking boxes? It's time to reassess: 🤔 How do your tools measure effectiveness? 🎯 Are they aligned with your strategic objectives? 📊 Do they enable meaningful outcomes or just track activity? Our upcoming report offers strategies to optimise your tooling for genuine effectiveness. Don't miss these insights that could transform your approach to collaborative work management. 💡 #CollaborativeWork #WorkManagementTools #TechOptimisation https://lnkd.in/gYWwHs7k

🚨 Our report reveals a critical insight: 53.5% of organisations struggle to effectively support the flow of ideas to outcomes with their current work management tools. Are your collaborative tools driving real value or just ticking boxes? It's time to reassess: 🤔 How do your tools measure effectiveness? 🎯 Are they aligned with your strategic objectives? 📊 Do they enable meaningful outcomes or just track activity? Our upcoming report offers strategies to optimise your tooling for genuine effectiveness. Don't miss these insights that could transform your approach to collaborative work management. 💡 #CollaborativeWork #WorkManagementTools #TechOptimisation https://lnkd.in/gYWwHs7k

Most large technology driven organisations struggle with change and delivering value at pace as they grow and scale. What can they do differently so that size does not become an impediment to their ability to deliver value with both speed and stability. It is easier for smaller organisations to agree on practices, team structures and technologies that can help them achieve those outcomes. As they grow, they diversify, making it much more difficult for them to use the same operating models to achieve those outcomes. This is when they need to take a step back refocus on an outcome driven approach as opposed to converged yet obstructive operating models: 1. Agree on the key 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀 they need to achieve 2. Identify the 𝗹𝗲𝗮𝗱𝗶𝗻𝗴 𝗮𝗻𝗱 𝗹𝗮𝗴𝗴𝗶𝗻𝗴 𝗺𝗲𝘁𝗿𝗶𝗰𝘀, both outcome and balancing, that would measure progress toward achieving the outcomes 3. Define the 𝗴𝘂𝗶𝗱𝗶𝗻𝗴 𝗽𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀 that act as guard rails, helping them stay on course for their journey 4. Understand the 𝗽𝗼𝗹𝗶𝗰𝗶𝗲𝘀 that act as organisational, regulatory or business constraints on them 5. Adopt 𝗳𝗲𝗱𝗲𝗿𝗮𝘁𝗲𝗱 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲 that enables continuous improvement and learning With the above in place, individual teams can have the autonomy on what practices, team structures and technologies can best enable them to achieve the agreed outcomes. #leadership #strategy #technology #digitaltransformation

𝐌𝐞𝐞𝐭 𝐭𝐡𝐞 𝐅𝐨𝐮𝐧𝐝𝐞𝐫𝐬 𝐨𝐟 𝐃𝐞𝐬𝐢𝐫𝐚𝐛𝐥𝐞 𝐅𝐮𝐭𝐮𝐫𝐞𝐬 At Desirable Futures, we’re not your typical consultants. We’re real-world practitioners, uniquely positioned to help organisations change how they work. We’ve led transformations for some of Australia’s most renowned brands across banking, insurance, telecommunications, energy, and education. We believe our combined product expertise, technical knowledge, and hands-on experience, are what sets us apart. ✨ Alidad Hamidi is a strategic thinker with a sharp focus on adaptive organisational design. He thrives on helping companies navigate change through innovative, human-centered strategies. Alidad’s expertise lies in designing dynamic structures where teams can flourish. ✨ David Witney brings his unique ability to cultivate high-performing, creative teams. A passionate leader, Dave excels at fostering environments that prioritise people and collaboration, ensuring that transformation initiatives aren’t just successful but sustainable. ✨ Ross MacIntyre is the visionary behind systemic change. With a background in self-managing teams and value-driven leadership, Ross is committed to transforming organisations by dismantling outdated structures and empowering teams to take radical responsibility for outcomes. We’re moving beyond rigid frameworks like ‘agile’ and toward networked teams, radical responsibility, and delivering real, measurable change that sticks. To find out more about why we believe the future of work is already here and how you and your organisations can not just evolve alongside it-- but proactively co-create what that future looks like, 𝐣𝐨𝐢𝐧 𝐨𝐮𝐫 𝐥𝐢𝐯𝐞 𝐰𝐞𝐛𝐢𝐧𝐚𝐫 on Monday, 16 September at 12.15pm AEST for a deeper look into how these principles can create lasting change. 𝐑𝐞𝐠𝐢𝐬𝐭𝐞𝐫 𝐡𝐞𝐫𝐞: https://lnkd.in/gaSXCK2V Or drop us a comment and we'll get in touch. #FutureOfWork #HumanCentric #Webinar #WorkplaceInnovation #RemoteWork #Leadership #EmployeeEngagement #Workshop #DesirableFutures

The king is dead, long live the king!! The old management paradigm disappears and a new one is born... and all the most valuable organizations in the world are already aware of this. The new paradigm is called agile, growth mindset and generative organizations. #agile #agilemindset #growmindset #leadership #innovation #futureofwork #hr #teamwork #collsboration #management #culture #strategy Dave Ulrich David Green 🇺🇦

How leaders can unblock the bottlenecks disrupting decision-making 

I've been reflecting on how boards help govern complex organisational transformation and came across this very helpful article from Harvard Business Review. The key is for directors and the board to play close attention to the executive teams' "emotional energy". Easier said than done in a board room setting - so it's critical for directors to engage with c-suite outside of board meetings on a regular basis to get a sense of the 'vibe' around complex change initiatives. #goverance, #transformationalchange #csuite

In today's rapidly changing world, it seems nearly impossible to stick to a solid plan and follow through. So much so, many business leaders have lost hope in closing the strategy-to-execution gap. When things get tough, make sure you do well what's in your own hands: - know your business well (sounds obvious, but obvious is not the same as "we got it", is it?), - choose solutions based on the evidence (plenty of it is available, just doesn't get registered). In other words, change, experiment, and innovate but with one "foot" on objective evidence. Yes, take a step back, assess, and regroup. And yes, you've guessed it right - this approach will take you much further later. 1- take some time to learn where your business stands today, identify what works and what doesn't. 2- gather objective evidence, and meaningfully measure the performance of your business processes. 3- with this information and objective data - zoom in on your most critical business challenges. You might wonder "Will this close by strategy-to-execution gap?" We suggest a different question: "If I keep doing what I'm doing now, will I close this gap?" The main message we want to transmit, wonder if you have noticed it, is - "You CAN do it!" We want to encourage you to actually target and overcome the dreadful issue of bad performance.. Need help implementing this strategy? Let's connect and see how we can close that gap together!

Most organisation's are juggling between today's priorities and tomorrow's direction. Critically evaluating the right balance between fine tuning a well oiled machine for today's landscape, but also knowing the future needs to be different. Any transformation, new direction, new program - call it what you like, is about understanding how to untangle the complexity of today's business and reshape it to meet the future needs. This is an essence is the art of complex problem solving and one which many CEO's have to be aware of in their pursuit of strategic excellence. Weighing it up - too much focus on today or historical issues can distract and bog down and organisation. Trying to fix the issues from the past and getting too caught up on historical events. The problem with focusing too much on this lens of 'todays issues' means we simply keep stagnant or fall behind. Not actually delivering on growth of value for our customers. We overcome this by setting an achievable and tangible future vision. We undertake a transformation initiative to not only uplift todays organisation, but set the foundations for growth into the future and position ourselves as a market leader. How do you achieve this? - Acknowledge the organisation of today and the issues in hand. Every organisation has them. - Set a clear and strong mandate for uplift and improvement. - Be clear and transparent in what needs to happen. - Set aside key resources and time to deliver on the required outcomes. - Have strategic patience in navigating the complexity - Be clear, kind and also firm on what is a priority and what isn't. - Keep re-firming the trajectory, vision and communications You need to balance strategic and tactical needs - but always focused on the organisation of the future, not the organisation of the past. #strategy #transformation #strategictransformation #change #vision