In April 2014, I was invited to speak at a conference about becoming an accidental leader, when you find yourself leading because it has to be done rather than by design or agreement. In preparing for the talk, I considered all the ways we can show leadership, and what that could look like. As the structure of the talk developed, it became clear that I was talking about patterns of leadership, and this evolved into a framework of capabilities and levels. There was a fair amount of interest in this at the conference, and subsequently online, so I committed to writing a series of articles that explored these capabilities.
Innovation depends on good business analysis, and strong business analysis has to include innovation. This article (previously published on BA Times) explores this.
This talk, which followed my article ‘Bringing sexy back to governance‘, was presented at the 2012 BA Development Day conference, and covers what we mean by governance, what the fifty shades are, and what we can all do about it – in short, this is a call to action for lean governance.
Have you had enough of bloated, slow-moving, toothless governance processes that cost more than the value they add and impede flow of good projects without intervening on bad projects? In this article, I talk about how it should be different and float the ideas that should lead to a leaner governance more fit for the 21st century.