Does your organisation need a Head of Remote? Probably not, but you will still need to tackle many of the challenges that a head of remote would be responsible for.

We are often asked about the Virtual Obeya and where it sits in the remote agility framework as well as what an Obeya should contain. This blog will answer those questions and more.

We've stumbled across a bunch of new and interesting tools.

Anti-patterns in SAFe adoption for leaders of remote and hybrid remote teams

When designing an Obeya or a dashboard, there is always a tension between wanting information on the Obeya to be radiated and the Obeya becoming cluttered and unusable. The temptation is to show everything - after all, we want to be transparent. But very quickly the Obeya becomes cluttered. It's hard to find the information you need amongst all the other data that is handy, but not useful right now. It also becomes slow to update and refresh as it is pulling in so much data from so many sources.

The promise of remote and hybrid work is not some sort of metaverse that forces people to wear VR goggles in their home office to interact with their peers. It’s about building flexibility into people’s lives and allowing them to live closer to the things that they love, while also being engaged in their work and delivering great results. Slicing work for asynchronous delivery is critical to delivering on that promise, because it helps teams to identify when they need to collaborate, and when they can just get on with it.

Remote work has crossed the chasm. Early adopters are suddenly seeing competition in their recruitment processes that didn't exist in the past. Early mainstream companies like Amazon, Apple, Atlassian, Spotify, etc have joined the revolution and the late mainstream will quickly follow. Behind that move new industries will emerge that service the emerging needs of a new remote economy.

People are quick to change in a crisis but tend to settle into habits otherwise. The last eighteen months should have proven that your people are capable of being engaged and productive outside of the direct sight of their managers. The research here is pretty clear, so if they're not engaged and productive it's likely you, not them.

Objectives and Key Results (OKRs) are an emerging management fad. Here's what we've learned over the years about what not to do when deploying OKRs in your organisation.

Learn about some of the other tools available and emerging in location irrelevant work

The mislabelling of software development as a complex, unordered craft has led to uncomfortable beliefs regarding planning, estimation and the reasonable need for a level of predictability.

The Remote Coaches are a community of industry experts and thought leaders in the field of remote facilitation and coaching.

March 2020 we launched the Remote Agility Framework (remote:af®) and since then it has gone from strength to strength. We regularly hear are, “ What is it really”, “Where did it come from” and “ Isn’t it just another agile framework” or “isn’t it just a bunch of miro boards”? The intent of this blog is to provide the answers to those questions and more.

Part eight in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

Part seven in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

Part six in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

Part five in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

Part three in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

Part four in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

Part two in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

This is the introductory post in a series of blogs describing how to design operating models where location is irrelevant and your teams can design their work around their lives rather than the other way around.

How the integral 4 quadrant method can help us take stock of the way we lead.

Today’s remote world throws up significant challenges for leaders - how do you lead a team that never sees you face to face?

For the last few years major consultancies have been using the operating model of a digital startup to sell transformations into large companies with significant heritage. The results have been mixed at best. This blog proposes alternatives to operating model copy/paste snake oil.

Remote working can happen from your home office, but that home office can be anywhere.

Overcoming difficulties in the remote working context should not fall solely on the individual. Remote working is a challenge and an opportunity for most people around the world.

Understanding each other’s situation is central to allowing teams to work more closely together

Struggling with remote working? We can help you supercharge your remote teams with 4 simple tips