Co-ordinating everyone’s efforts is the third part of the Front Foot framework.
Here we find that 5-30-90 day planning clarifies the what, when and who. Spell out the critical actions for the next week, month and quarter.
It’s a sure-fire way to build on the momentum that is emerging.
Tags: co-ordination, organisation
The second part of our Front Foot framework is about Momentum.
When we ask teams to consider how they can create momentum around what they are trying to achieve, we find the ABC method works well:
A is for accelerate – what can be sped up?
B is for brake – what needs to be stopped?
C is for create – what should be started?
This is a simple but very powerful technique – we have a poster template you can use for this.
Tomorrow? Co-ordination.
Tags: choices, knowledge, momentum, organisation
Our ideas on the Front Foot Organisation have proved extremely popular in recent months.
In working with leadership teams in our ‘classic’ workshop format, we bring the framework to life at four stages. At the start, we ask people to describe the future state they will be achieving in one or two years.
This ‘fast forward’ is about being clear on Direction. It builds a shared understanding of what is being aimed for and raises the expectation and hope for the next stage…Momentum.
Having been doing more work in education, we are spotting things about the downsides of the education system and things that might improve it (eg Bill Gates’ favourite teacher).
And now with Jamie’s Dream School and the O2 website for teachers to post their favourite lessons, innovations to address some of the challenges are going more public and mainstream.
Tags: education, innovation, learning
The flat white coffee was invented in Auckland (or Sydney depending on who you ask) in the late 1980s.
Twenty years later, it is now being popularised in the UK by Costa (though they don’t quite do it like the attached shot from an independent coffee shop in Sydney).
Innovations can take a surprisingly long time to spread.
Tags: innovation, travel, trends
After our post on 7-Eleven, we spotted this…
Given the ubiquity of Tesco Express (in the UK at least), what about this for a striking rebrand from a popular local convenience store?
Tesco should be flattered by the ‘steal with pride’ approach.
Tags: brand
Most charities, hospitals and university departments have a ‘business plan’ and ‘business cases’ these days.
Yes, we know that in many ‘noble purpose organisations’ these trappings of commerce can be disliked and quite a few would agree with the sentiments of the pictured Cambridge academic.
However, what it takes to be ‘business like’ is important if you think things like customer focus, efficiency, rigour, accountability, etc matter in public and charity organisations with finite budgets.
We love being surprised – whether by the surf dude head teacher or the meditating, ascetic banker (both of whom we have met recently).
Here a sign from reserved seating in Bangkok: priority for older people, pregnant women, those with children, disabled people…and monks!
Tags: assumptions, surprise
It is interesting what you notice when travelling.
7-Eleven is not a brand we see much in the UK any more, with Tesco, M&S, Spar and others occupying most of the convenience store market now.
However, in Australia and Bangkok the 7-Eleven brand is pretty much ubiquitous – often with a couple on the same city street.
Reading here you can find a little of the story that makes this franchise the biggest in the world.
This is one of our responses to Helen Bevan’s article on the need for hope in the Health Service Journal.
“I agree that we need to be aware of risk and problems, however, I read this as a welcome balance to the over-focus on pathology – and not a denial of difficulty.
Interestingly, this positive, hopeful article has attracted only a fraction of the comment that the story about KPMG partnering with NHS London received this week.
Well done HSJ on leading with this. I hope [sic] with non-inflammatory intentions. If we believe that we get what we talk about, then this sort of piece can help progress and assist the NHS achieve its potential in terms of eliminating harm to patients and increasing quality care.”
Tags: behaviour, healthcare, hope, leadership
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