Here I provide an introduction to three areas of intervention I can provide your organisation with short-term support to improve operational resilience, efficiency and scalability by also allowing, at the same time, the adoption of “smart” ways of working driven by Lean principles with a close eye on reducing waste often caused by overlapping (or overly engineered) processes, overabundance of meetings and poor time management.

These three areas have been defined on the basis of many years of field experience in different kinds of organisations (both in size and complexity) and have become extremely relevant at present time when we consider the long term impact of a global crisis such as the COVID-19 pandemic and the renewed focus on operational efficiency and resiliency.

A key attribute of my offering is the flexibility for any kind of organisation to chose the one area (or two) of specific interest without necessarily committing to a full consulting support package, which obviously remains available in those cases where a full-scale transformation is being considered; last but not least: all options here below can benefit from full remote execution as well as a hybrid engagement model (remote + onsite).

1 > Empowering A DISTRIBUTED MODEL

Typical enablement effort: 3-6 months, dependent on the ops/org structure of the organisation

1.1 REMOTE WORK & COLLABORATION
– Review of the existing operational model during a period of observational analysis (initial 2-4 weeks)

– 1-to-1 interviews with relevant stakeholders to gather pain-points and feedback

– Findings from analysis and interviews to determine quick wins and short-term focus areas

– Creation of a shared “Actions Log” with correlation of action items and dependencies

– Set “synch-points” to help coordinate flow of work across teams and departments

– Regular retrospectives to review open actions, outcomes and evaluate new actions

1.2 TOOLING
– Initial review of the current tool-set to assess short-term improvement actions

– Propose and lead a rationalisation effort when and where applicable

– Iterative review of the use of work-tracking tools

– Iterative review of the use of knowledge-management tools

– Iterative review of the use of collaboration tools

– Regular retrospectives to review outcomes of improvements and evaluate new ones

1.3 MENTORING FOR GROUP & INDIVIDUAL PRODUCTIVITY
– Scheduling 1-week iterations with a different group for each iteration

– Introducing the “Quality”, “Flow” and “Transparency” themes for value delivery

– Mentoring for key soft-skills (e.g. time management, ownership, comms, documentation)

– 1-to-1 sessions with individuals to assess specific areas of additional support

2 > Implementing & Coaching AGILE/LEAN PRACTICES

Typical transition effort: 6-12 months, dependent on the initial agile/lean maturity level of the organisation

2.1 AGILE MATURITY ASSESSMENT
– Assessment of the current maturity model through a period of observational analysis (initial 2-4 weeks)

– 1-to-1 interviews with relevant stakeholders to assess expectations and gather pain-points

– Creation of a shared “Actions Log” with correlation of action items and dependencies

– Present to the wider business findings from the assessment and introduce an Agile fluency road map

2.2 ITERATIVE TRAINING
– Scheduling 2-week training iterations with a different group for each iteration

– Fortnightly (or monthly) Agile classes run for one (or two) training groups

– Post-class survey to feed continuous improvement

– Call for post-class Agile champions amongst attendees to help experiment new ways-of-working

– Iterative inspection of “Quality”, “Flow” and “Transparency” themes by means of “lunch & learn” sessions

– Mentoring for key soft-skills (e.g. time management, ownership, comms, documentation)

– Sharing training progress update over quarterly All-Hands sessions

2.3 DEVELOPING CONTENT
– Training and course material developed for intuitive consumption (e.g. videos, slides, Confluence pages)

– Setting up an internal wiki area for the ad-hoc training content to be always available across the business

– Iterative review of the knowledge base based on adoption/usage metrics and feedback

3 > Implementing a LEAN & REACTIVE RISK FRAMEWORK

Typical enablement effort: 3-6 months, dependent on the ops/org structure of the organisation

3.1 ASSESSMENT & SETUP

– Review of the existing ISMS, assets’ inventory and confidentiality + integrity + availability (CIA) model

– Establish cadence for rolling iterations (e.g. 1-week, 2-weeks, 4-weeks)

– Base-lining Risk Identification, Assessment, Mitigation, Monitoring and Governance methodologies

– Validate initial Risk Management Framework and workflow/s

– Enable use of a shared Risk register aligned to impact, likelihood and proximity scoring methodology

– Initiate a shared Preventive Actions register to help mitigate the likelihood of a risk occurring

– Initiate a shared Corrective Actions register to help mitigate the risk impact

3.2 ITERATIVE RISK MANAGEMENT
– Support ownership of Risk, Preventive Actions, Corrective Actions registers

– Progressive enablement of working groups for identifying new risk items and subsequent assessment

– Overseeing and ensuring regular updates on risk and action items

– Weekly review registers’ items for updates on impact, likelihood, proximity, priorities and progress

– Weekly risk backlog refinement of items still pending estimation, prioritisation and mitigating actions

– Iterative review of Risk Framework components to ensure alignment with changing circumstances

– Monthly Risk Management Retrospectives for continuous improvement and streamlining workflows

3.3 CONTINUOUS GOVERNANCE SUPPORT
– Setup of an internal wiki area where content and training material is kept relevant and up-to-date

– Iterative training on confidentiality, integrity, availability (CIA) and on the risk management framework

– Setup of metrics to measure adoption of the risk management framework and mandatory policies

If interested in any of the above, or for queries, feel free to message me via my LinkedIn or Twitter accounts so that we can exchange contact details and eventually schedule an informal call.