Now, more than ever, organisations seek to create conditions where teams can perform their best work.
Over the past few months, we’ve heard amazing stories from organisations, as the COVID-19 crisis took hold. Virtually overnight, their workforce converted to remote but collaborative working, reprioritised to maintain amazing customer service via digital channels and stopped all that was unnecessary. Leaders are now asking “How can we sustain this way of working?”.
Organisations who can quickly identify where people capability can be redirected in response to customer need, whilst keeping their best asset (their workforce) happy, are the epitome of ‘agile’. Those best placed to thrive deeply understand their customer, the end-to-end flow of work and what is slowing them down. Orchestrated solves for this.
Where does your organisation stand? Take the 2020 Global Business Agility Survey to find out (closing 17th July, 2020)
We can also learn from each other. We often get asked “How is our company faring?” and “‘What are other organisations doing?”. The unprecedented COVID-19 situation provides us with a unique opportunity to assess its impact on business today.
For the 3rd year running, we have partnered with the Business Agility Institute (BAI) for the 2020 Global Business Agility Survey. We kindly ask that you take 15 minutes to complete the survey, on finishing you’ll be provided with an assessment of your organisation’s business agility and an indication of how it compares to others. The researchers have also asked if you can answer this one question: How has COVID-19 impacted your business agility journey and what do you think will happen going forward? Email your response here. All respondents will receive a copy of the new report in September.
2019’s key insight was the emergence of 3 predictors of business agility, namely Funding Model (align outcomes with adaptive funding), Value Stream (maximise value creation with cross-functional teams who understand the end-to-end flow of work), and Relentless Improvement (embed a culture of learning, experimentation and empowerment).
Supply & Demand
During a planning cycle, leaders focus on delivering their business commitments with consideration of headcount, available roles, skills and budget. The aim is to meet demand from the existing workforce, which is efficient, retains IP and promotes internal growth. Gaps are addressed through upskilling or external placement, which takes longer and requires separate approval processes.
The expanded forecasting functionality provides the ability for people leaders to forward estimate where people and skill needs will come from over a 12-month horizon, underpinning training, recruitment and future investment needs.
Complimenting Supply & Demand, Team Management brings teams to life, allowing leaders to request or place named individuals into cross-functional team(s). It accommodates flexible planning cycles (both ad-hoc and fixed), placeholders for as-yet unfulfilled positions, part-allocation and skills.
Team Directory 2.0
Team Directory 1.0 solved the core use case of “Where do I go to get things done?”. Organisations wanted more, especially those who promote a culture of open collaboration.
Team Directory 2.0 is now centred around the individual with a reimagined intuitive user interface backed by a powerful search function. Individuals can nominate the teams they belong to and update their skills profile. Leaders can see their teams, where they draw from or supply to, set their public team purpose and export their team canvas — no managing org-charts in PowerPoint!
Team Directory is now provided to the entire organisation as an open licence.
Organisations can now add any form of meta-data against individuals, roles or teams. A ‘team’ is a virtual concept, grouping together collections of individuals with a unified outcome — typically one individual belongs to many teams. Tagging provides the ability to loosely or tightly couple disparate data-sets.
One example might be to tag both individuals and roles with skills, context and experience so that people leaders can then better match internal talent, capability and fulfil the opportunity.
Another use case is for ‘hatted’ roles, where responsibilities are allocated to individuals in addition to their nominated role, for example, Product Owners, Scrum Masters, Coaches, Iteration Leads, Implementation Managers, etc.
Keep safe and be well.