Entries by Kevan Hall

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 […]

Our 2018 Client Satisfaction Survey

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 […]

Leading agile and virtual projects

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. […]

Navigating the project management matrix

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 […]