Entries by Kevan Hall

Are organizations really volatile, or are we just massive complainers?

I sat through an absolutely fantastic presentation on VUCA environments last week (volatile, uncertain, complex and ambiguous) and I’ve been reading around the subject since. The presentation covered relief work being delivered in unimaginably difficult circumstances – war, natural disaster or civil breakdown. A lot of the VUCA literature I have seen since focuses on […]

Why most cost-cutting initiatives fail to stick

An interesting article from McKinsey “Rethinking the rules of reorganization” finds that around 60% of companies in the S&P 500 had launched large-scale cost red uction initiatives in the past five years, however only 26% had successfully prevented cost from creeping back up In addition to some good practical advice on targeting reorganization and change, they […]

More structure doesn’t give you more flexibility

I was looking at Deloitte’s latest human capital infographic, it’s a nice image but it illustrates our damaging obsession with formal structure. The study identifies four key drivers of change; demographics technology everywhere, digital everything speeding the exponential economy a new social contract between employer and worker I guess we could all agree with these […]

Does multiple team membership = matrix management?

Following my blog, matrix and multiple team membership is everywhere I have been thinking and talking to clients and participants more about multiple team membership issues. Our research shows that on average managerial and professional people in large companies are a member of an average of four different virtual teams. McKinsey’s research (referenced in the […]

Balancing scalability and innovation

I blogged recently about the challenge of having both leverage and agility as is often the when way you start thinking about these things, you see it everywhere. I saw a presentation on the challenge of both innovation and scalability: • scalability requires standardization, reliability, dependability and reducing the likelihood of failure • innovation requires […]

Seven signs you’re not taking your matrix organization seriously

In 20 years of working with matrix organizations it’s been interesting to see how many companies fail to complete the key stages of change necessary to a successful matrix implementation. This involves being clear about the strategy, changing your structure, aligning your business systems and developing the skills, culture and way of working you need […]