Entries by Kevan Hall

Managing multiple bosses and teams

Most people in large organizations today work in a world of multiples. We may have more than one formal boss with solidarity and dotted reporting lines. A Gartner survey in 2015 found 85% of people worked on multiple teams. We also probably engage with multiple stakeholders who have some input into our activities. It raises […]

Don’t let agile create silos

Agile working brings many advantages in focused and rapid delivery, learning and iteration. However, we need to make sure that this focus doesn’t lead us into creating new “agile silos”. Some examples from our recent client work An agile team in software development protecting its autonomy and the purity of process by being unwilling to […]

Where does a matrix organization add value?

A matrix organization structure does increase complexity and so we should only use it where it adds sufficient value to overcome these additional costs. Many organizations initially take the matrix too far down into the organization. This video is about identifying specifically where the matrix adds value, and where it does not. We have identified […]

Decision making too slow

In our work with complex organizations it’s a common complaint that decision-making is too slow. We see two main problems 1.Too many people are involved. Many organisations have not done the work to define who should be involved in decisions or are too collaborative in their approach, feeling that everyone needs to be involved in […]

Closing the digital gap

One of the key challenges in being a digital leader is achieving faster integration of new technology into the way we work. Technology is changing fast; new tools, threats and opportunities are emerging constantly. It’s likely that this rate of technology innovation will continue to accelerate. As individuals, many of us are keen to adopt […]