Rapidly realign your digital strategy through disruption
To help you navigate the changing landscape, we have created a webinar that will demonstrate practical tools & provide guidance to help you rapidly realign your digital strategy.
Covering topics from how to build high-performing remote teams, how to map your digital value stream to quickly understand your biggest pain points & opportunities and establish what’s achievable to help set out an attainable roadmap with milestones.
Questions and Answers
(JB) This is a great question, Dan, and I think it's great you're thinking about the signals that you send to your teams through language. It could indeed be a thing that creates a greater sense of separation. For me personally, I'd be less worried about the moniker, though, than I would be about making sure we're creating the kind of environment in our remote teams where people feel connected. My advice would be, focus on that first and foremost, but if you also want to create a more inclusive moniker instead of "remote", that's a great thing to do. Share it with us! We'd love your thoughts.
(JK) Thanks for your question Bec. When running a remote workshop with participants that aren’t used to Miro, we’d firstly make sure we build a workshop template that is super simple and straight forward to use . In addition, you could extend the intro, welcome and tech support section up front to be 10-30 mins. This would also give participants time to have a go and play around with key features in Miro, e.g. have them do an easy exercise such as “write your name on a post-it”.
(JB) Sometimes, whether it's due to lower digital maturity, or just a personal preference for way of working, some leaders or participants will simply not want to participate in a hands-on way. I think that's fine, and we can best enable that by using the Fully Facilitated approach we mentioned in part three of the webinar. Have a few note-takers who can capture things while those leaders talk, and if other participants want to contribute in a more hands-on way, that's fine too. You want to make it as easy as possible for people to share their perspectives.
(JB) The great thing about the diagnostic session/s is that they really can be run at any level of the business, and provide value. So whether you're a small business, or a large enterprise, on a C-level leadership team, or head of a business unit—you're going to get value by having your team align and reflect on how things are delivered to customers, the challenges you're facing in the current context, and the opportunities there are to move through this time.
(JK) In regards to the ‘mix of discipline’ part of the question: this will depend on the scenario, journey or value stream you choose to map out. Ideally you’d want all leaders that are ‘heads of’ or manage parts of the end-to-end journey, so you get a full understanding of all the stages and steps you’ll be mapping out. Something to keep in mind is, the broader the group you can get in the room the better, as this allows you to really look at the customer experience you deliver holistically, which will lead to better outcomes in your realigned strategy.
(JK) The number of participants will very much depend on the structure and complexity of your business, and the scope you want to focus on. Anywhere from 4-8 people would provide a broad enough mix of leaders, while remaining a small enough group to effectively facilitate through the exercises. Two examples: 1) we’ve done this in a 2h workshop format, and this can be enough time if you already have all the inputs, have an aligned understanding on the context and you can pretty much go straight into that big mapping exercise from step 2 in the framework. The initiative canvasses we took offline as there was so much detail to fill in, and the follow up was a 1h session to agree on the roadmap. 2) another example is where we’ve run this diagnostic fully remotely, this took us 2x 2h30min, which we did on a Tuesday and Thursday not to loose momentum. In those 5 hours in total, we went through the full suite of exercises presented here today.
(JB) You can use "sense-making" techniques, where you replay a summary of what people have shared in each section, as a way of realigning people. You talk through what's been shared, and ask people if they agree or disagree with what's been captured. The idea here is not for everything to be perfect, but just that we're all pretty well aligned with how things work for our customers and business, and that we haven't missed any key pains or opportunities in our map.