Blog Posts

Post Category: ‘Behavioural & cultural change’

What is the Dark Matter of Organisational Performance and Success?

In this article, I explore the idea of, metaphorical, dark matter and dark energy, in organisational success and organisational performance.  Jim Collins, (Author of Good to Great and Built to last) suggests we have missed this important dark matter.  I offer ways you can explore and use this organisational ‘dark matter’ for yourselves. This article covers: What if we have …

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Organisations do not exist: Think social systems

Whilst organisations appear to be organised, social systems emerge naturally and connect, despite organisational structures and boundaries. Why do we call what we work in an ‘organisation’?  We call it an organisation because, to a greater or lesser degree, they are organised.  They are planned.  They are designed.  There is an intention and purpose to that design (we hope).  The …

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Upside down organisational charts: insights and value from a different perspective

  Inverted or upside down organisational charts are drawn with a purpose: to invite executives to think differently about their organisation and their role.  This article explains how to draw them upside down (it is not simply turned upside down) and how the changed perspective alters how Executives and managers think about their role in the organisation. [Note I see examples …

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4G Balanced scorecards are about more flexible management systems

Kotter puts it very well, ” Management is about making sure the system runs in the organisation; whereas leaders choose and design the management system that the organisation needs”. In “Reinventing management”, Julian Birkinshaw writes about alternative ways to choose how to manage organisations. Jim Collins talks about leaders as either time tellers or clock builders; the latter designing the system …

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Forget your business model… What about your people model?

I hear lots of talk about an organisation’s business model, or their operating model, or their service delivery model. It is a core part of what I do, understanding how the business, operation, or service is going to deliver and make money.  There are lots of books that describe various business models and service delivery models. If our organisation is …

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Why do Balanced Scorecard projects fail? The bigger issue

There are lots of stories about Balanced Scorecard projects failing. Who puts them about?  Usually put about by someone who does not like the system, has their on solution or has not seen it succeed. Of course some fail.  Probably many fail. Why might balanced scorecard projects fail? So what is really going on here? I believe it is about …

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Organisational structures do not exist – they are a myth!

Ok, I can hear the squeals of anguish and dissent.  “Of course organisational structures exist” I hear people say. We have organisations and we create structures and we do organisational design to place people within those structures. We spend time and effort and energy creating and maintaining and adjusting these organisational structures. Why organisational structures are a myth The equivalent …

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Why reorganisations fail – they don’t address the underlying issue

Have you ever been though a “re-organisation”?  You know the sort.  They take about nine months and typically cost anything between £1 million and £10 million.  (I am counting consultancy fees, disruption, effort spent in none operational activities and conversations while people fight for new places).  There is a lot of huffing and puffing as people jostle for power and …

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The Balanced Scorecard is not a technical tool: It is a social tool!

Most of what we see in “Balanced scorecards” are technical tools. Many of the questions we see and hear on balanced scorecard forums are technical questions.  Many balanced scorecard projects are seen as, primarily, technical projects. This applies to of all generations of balanced scorecards and many implementations.  To many, the whole approach is thought of as a technical solution …

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You can’t sack people in the public sector – some alternatives

In another post I explained how many public sector organisations pull back from sacking people.  “This is the public sector – we can’t sack people!” Yet, the very people who you need to be moving on, can be the ones that are most difficult to remove. If we move to the commercial world, we find ways to “move people on” …

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