Establishing the Right Meeting Order and Times

The order and times of our recurring meetings is as important as the content of our meetings. A client I was working with had a meeting every morning with the senior people responsible for completing a complex software project.  The workday began at 7:00 AM so the meeting was scheduled for 8:00 to give theContinue reading “Establishing the Right Meeting Order and Times”

Leveraging Fortune 500 Meeting Behaviors

I’ve heard it said that most of an executive’s work is done in meetings.  In fact, many executives I’ve worked with spend the preponderance of their day in meetings, leaving little time for anything else. Because so much time is spent in meetings, making the concerted effort to ensure we have effective meeting practices inContinue reading “Leveraging Fortune 500 Meeting Behaviors”

Optimizing Product Development: An Agreed Upon Gating Process

In the too recent past I worked with a company who operated in stovepipes.  Although the had a talented executive leadership team they didn’t have in place a gating process that forced them to validate each project against its return on investment and marketability at each gate.  Once a project was approved the project managementContinue reading “Optimizing Product Development: An Agreed Upon Gating Process”

Focusing Our “Grow the Business” Initiatives: Portfolio Management

Last week we talked about Governance as the first tool to use to align our “Grow the Business Initiatives”. The second tool for optimizing our business is a Portfolio Management Process.  Our portfolio of projects can be thought of just as we think of our financial portfolio.  Part of our portfolio is an investment in ourContinue reading “Focusing Our “Grow the Business” Initiatives: Portfolio Management”

Focusing Our “Grow and/or Improve the Business” Initiatives: Governance

In most companies, every area has ongoing initiatives whose purpose is to grow or improve the business.  Unless there’s a process for vetting these activities few ever achieve the projected results. This is particularly true for initiatives that cross departmental or functional boundaries.  Because improvement opportunities typically require some level of change, they must haveContinue reading “Focusing Our “Grow and/or Improve the Business” Initiatives: Governance”