When we work with experienced managers new to the matrix, we often hear two main objections – how can I be accountable for results when I don’t have control, and how can I get things done when I don’t have authority? But do we really want to run our organization through control and authority? Can […]
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Entries by Kevan Hall
It’s the time of year for our annual client satisfaction survey. The results are always keenly anticipated by the team and announced at our global team meeting. Our objective is to continue to improve the way we work with and listen to our clients. The scores are now in and we are delighted that both […]
Traditional project management training assumes a relatively simple people management environment. However, projects increasingly operate virtually with project team members in different locations and sometimes different cultures and time zones. Proponents of agile methodology insist that teams should be co-located and that meetings should be face-to-face, but this doesn’t match the reality of our projects. […]
As projects in many organisations become more complex they become more “horizontal”, they increasingly cut across the traditional vertical silos of functions, geography and business units. Whether the organization has a formal matrix structure or not these projects create their own “matrix” which needs to be mastered for the project to succeed. Project managers need […]
As organizations seek to get the benefits of agile working, one of key practices of agile, the daily face to face stand-up meeting, is being rolled out widely. The idea originated in the tightly interdependent world of software development where small dedicated teams, where all individuals are in the same location, hold a short morning […]
Projects have long been how we get things done in complex organizations. But as the rate of change and the complexity of our organizations increase we need to make sure that our project management skills and way of working are fit for today’s challenges and ready for the future. Projects are increasingly “horizontal” cutting across […]
Agile working brings many benefits, but a strict application of agile methodology, intended for software development and originally developed by managers in a narrow monoculture can be an expensive trap. It is useful to distinguish between organizational agility (the capability of a company to rapidly adapt in response to changes in their market) and agile […]
It’s striking how many rules and processes today’s “self-organising teams” seem to require – isn’t this a contradiction in terms? I have been researching and working around self-organization for many years now. Some of our clients have made impressive progress with self-organising teams and there is increasing interest in concepts like Agile and Holacracy. There […]
Traditional Agile methodologies recommend dedicated teams in a face-to-face, colocated setting, with a strict focus on short to medium term deliverables. Many of our clients operate in multiple teams in multiple locations and need to operate ongoing business processes that can’t be easily divided into a series of two-week sprints. How can we get the […]
With the increasing complexity of products and services and many companies taking a more “horizontal” approach to providing value for consumers, this leads to increased need for collaboration to cut across the traditional functional silos. Many agile practices are also based around the idea of autonomous cross functional teams. On the other hand, according to […]
Ideas, training & consulting for people who lead, manage or work in matrix, cross functional or networked organization structures.
Ideas, training & consulting for leaders, teams and individuals in virtual, remote and extended teams.
Ideas, training & consulting for people working in global or international organizations or partnerships, and across cultures or time zones.