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Agile — the management approach that relies on small, entrepreneurial, close-to-the-customer teams — has a reputation that reflects its rapid adoption in software development. It is most definitely not for big, old-line companies that are facing an existential crisis and require a full-scale turnaround.
After years of disruption, few project management teams expect pandemic-era supply chain issues to ease any time soon. If you’re seeking new ways to deal with what are becoming old problems, consider these tips to help adjust how you manage supply chain risks.
Disclosure: Although Avaya currently has no ties with Innovators International, my interest in Avaya’s remarkable turnaround was initially kindled by the dozens of conversations I had with many people at Avaya when the company was a partner with our organization.). Avaya embraced innovation as a risk management exercise.
Because of its adaptation to an online visual format, our methodology was able to communicate to Adobe team members in a way that aligned with how they engage their end users — through imagery and through analytics. Managers note that the fact that people linger there after meetings has increased inter-group learning.
And the worst part is our guide may not recall blurting out the methodology or special ingredient or whatever secret should have remained so. For instance, the interviewer in a pod cast asks how you accomplished a turnaround for a client or what process was used to save multiple clients. It happens. Forewarned is forearmed.
Ensuring that technology resources are on hand during desk relocations can help address any glitches, particularly when checkerboard moves mean tight turnaround times. Your users are likely to consider these requests urgent. When the process is transparent, you’re far less likely to encounter pushback once the move day arrives.
While the focus in recent years on giving more support to onboarding managers and executives unquestionably has produced excellent results – such as reduction in new-hire failure rates from 40% to 10%-15% in many companies – the problem of ineffective inboarding has been ignored. Why dangerous?
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