18 Excellent Reasons to Write Down What You Do
Superior Business Analysis is based on a fairly simple premise – that to improve what you do, you need to think about what you do. […]
23 Ways to Remember Important Things (about your Organisation)
An organisation I once worked for invested a great amount of effort in defining its strategic plan every few years. This is obviously an essential […]
An Analysis of Exceptional Success
I love it those times when something you would really like, whether you know it or not, just arrives without you doing anything to get […]
Why you should manage processes not (just) projects
Project management is a big thing in the corporate and public sector world and there are therefore often high expectations about how projects are delivered. […]
Tables and Decision Logic
So, this week we are resuming where we left off at the end of the last post, dealing with tables and broader frameworks for capturing […]
Analysing the heck out of decisions
So finally – after deferring it off for several posts – we have made it back to decision analysis and the use of decision tables. […]
Documentation isn’t cool – so what’s the point?
We have been thinking recently about organisational change and how it can be implemented. Last fortnight’s post focussed on how to make the change stick […]
Making the Change Stick
Last post we talked about different faces and strategies to making change. So I thought that this week we would follow up with some specific […]
Making Change and Fishing Tackle
Ok, ignore what I said last week. So much for making an executive decision to skip this part of the continuous improvement cycle. That is […]
Planning Changing
Ok gang. So the last two posts have been on documenting and then improving the steps followed to undertake an activity (yes, no matter how […]
Inevitable Logic and Process Improvement
Given we have spent the last couple of posts exploring how to document activity steps and how to elicit them, it is fitting that we […]
Techniques for Tapping Procedures
Oh heck. It has been one of those fortnights and somehow my usual blog-writing commutes got gobbled up by work and conversation. But my next […]
Charting the Flow
Finally here’s the subject I’ve been waiting for! Not because the other topics we’ve covered are irrelevant or mundane. Nope, this is more of a […]
The Leader’s Handbook – About a Book
Today we are doing something a little bit different and instead of exploring my next planned topic, I will be reviewing – or enthusiastically regurgitating […]
Putting Risk in its Place
Hmmmm. Just looking at that word ‘risk’ gets me a bit scared. It’s silly really. There are tiny risks, infinitesimally unlikely risks, funny risks and […]
Taking your business seriously
I seem to mention a certain man, a Mr Ronald G. Ross, an awful lot in this blog. In fact I did some online training […]
Chartering New Waters in Strategic Thinking
How do you drive out the strategy for your organisation? Is it through brainstorming? Is it a bit more tokenistic and a matter of retrofitting […]
Reading for Pleasure or Pain
Identifying the boundaries of your organisation and its operations is a fundamental part of its strategic framework and it generally uses a different skill set […]
Creativity in Catalysing
Today we are going away from traditional management material again to have some fun with the documentation of strategy. You see, writing a mission, goals […]
Applying Logic to the Stars
It’s a good thing that I’d committed to doing the next post on ‘goal frameworks’ because between then and now I might have chickened out. […]
SWOTting for Goal Setting
Over the last two posts we’ve talked about generic techniques for generating and analysing ideas. However the time has come to move back toward the […]
Keeping it Clean – Sorting Ideas for Success
The opportunities associated with generating lots of ideas are only realised when you know what to do with them. Surely no one can argue with […]
A perfect (brain) storm
We are going to ease into our discussion of useful practices for establishing a solid and successful organisational program with a fairly common one – […]
Exploring practices – an introduction
I have written several times in the last nine months that processes are the ultimate form of implementation. To achieve an outcome, there’s no point […]
Deeming Deming and Profound Knowledge
W. Edwards Deming was, amongst many things, a statistician, electrical engineer and author who lived from 1900 to 1993. He is fascinating to read about […]