R:AF Strategy: Take leaders out of 'day to day' management to explore the changes in the ecosystems in which they operate and evolve strategy based on an understanding of natural patterns. Design strategy to respect movement in the competitive and technological landscape and decompose it into actionable objectives.
R:AF Scoring: Use collective approaches based on wisdom of the crowd to determine the likelihood of meeting defined objectives and to design targeted interventions to enable course correction.
R:AF Leadership: In a remote environment the intangible aspects of leadership (power, politics, rituals and norms) become even less visible. Successful remote organisations seek to make the covert aspects of culture more visible with a focus on mindset, performance, culture and systems.
Effective remote leaders focus on creating environments in which largely autonomous teams can succeed and on managing the spaces between teams and divisions.
Enterprise Virtual Obeya: Remote working necessitates the need to enhance and amplify the physical benefits of traditional obeya using the dynamic capabilities of digitality.
The virtual obeya is a digital space which provides 'collaborative connective tissue': enabling executives to make great decisions; supporting decomposition of strategy into Team of Teams; making material risks and issues visible; and highlighting areas which need attention.
R:AF Operating Model Design: Successful remote workplaces don't rely on consultants driving big bang organisational change.
They build internal operating model design capability and make small changes to the way they organise to deliver value on cadence with strategy.
R:AF Governance: Successful remote governance requires taking authority closer to the work whilst retaining central control levers.
It demands a sense of responsibility and ownership from all to allow for building greater levels of trust.
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