Here I provide insights on three areas of intervention to help you adopt “smart” ways-of-working, now more than ever relevant when we consider the long term impacts of a global crisis such as the COVID-19 pandemic and the renewed focus on operational efficiency and resiliency.

The consulting areas below can also be considered independent from each other and this “modular” approach allows for full-time or part-time support options.

 

A > Empowering A DISTRIBUTED MODEL

A1. 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

A2. 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

A3. 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

B > Developing & Coaching AGILE/LEAN PRACTICES

B1. AGILE FLUENCY 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

B2. 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

B3. 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

C > Managing An AGILE & LEAN RISK FRAMEWORK

C1. 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

C2. 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

C3. 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.