Do More With Less
- If your #1 concern is that...
We're not fully using the
resources we have
People aren't sharing
information or working
together well
People are spending
more time competing
than collaborting.
"Due to changes in federal standards, we needed to decrease the length of our year-end close cycle by 30 calendar days. Maya facilitated a series of working meetings for us, bringing together people involved in all aspects of the close process. We looked at innovations, time-saving ideas, and other radical ideas that would help us achieve our goals. Each meeting was well-planned, creative, and engaging. Maya did an excellent job facilitating our diverse group and helping us figure out how to successfully meet this challenge." - - Project Director, Finance Organization
CollaborationWeb
Just as no person is an island, no individuals can do their work in isolation. To be truly effective, people need to reach across boundaries to tap experts, decision makers, and innovators across the organization. Those who do are more likely to succeed than those that operate in a vacuum.
Set your organization up for success by identifying how to improve information flow, decision making, and collaboration across the organization. This initiative draws on network sciences to connect critical subject matter experts, repair broken communication paths, and get the right people working together. Best for companies that need to break through boundaries and decrease cost of doing business. For more information, read our PDF.
How Work Really Gets Done: Capitalizing on Hidden Networks
It's a time of rapid change, restructuring, and retrenching. The challenge: getting the best out of your people in a uncertain environment. Network science provides leaders with new ways of thinking about change and talent in order to boost productivity. By understanding and mapping the informal interactions that fuel all organizational activities, leaders gain the knowledge they need to reconnect broken networks, leverage knowledge, and accelerate change in the organization. In this highly interactive, fast-paced workshop, leaders learn how to access the hidden networks and do more with less.
Collaboration Increases Quality: One government contractor decreased cost of poor quality by 66% and boosted new product revenue by 22% by mapping and connecting knowledge resources in the organization.
Network Roundtable
Collaborative Capacity: Increasing Team, Department, and Organization Effectiveness
In an increasingly complex world, we rely on our colleagues across department, organizational, and cultural boundaries in order to get things done. The challenge of coming together to get things done is considerable. People have different agendas, action items, responsibilities, and assumptions. Yet, to be successful, we must develop productive relationships and successfully manage differences. In this workshop, we learn about what it takes to cross the “white spaces” effectively and achieve results.
This workshop is offered to the public through a partnership with Boston University Corporate Education Center. For more information, visit the class page at BUCEC.
Talent Gap:
72% of CIOs polled by Gartner believe they have the wrong people on staff or not enough of the right people to get the job done.
2008
Creating a Collaborative Culture
Today’s organizations are dependent on collaboration for results, innovation, and execution. Yet, collaboration doesn’t come easily. Recent studies report that too little collaboration is the #1 barrier to innovation (Accenture, 2006). In addition, too little collaboration can cause project delays, generate communication snafus, and overtax organizations. This course looks at how leaders can create cultures that fully support and encourage smart collaboration across departments and divisions. Best for organizational leaders—at director and VP levels and above—and intact leadership groups.
Coordination is Critical: Nearly 80% of surveyed executives said that effective coordination across product, functional, and geographic lines was crucial for growth. Yet only 25% said that their organizations coordinate effectively.
McKinsey Quarterly
High Performers Collaborate 100% of high performance companies had cross-functional teams and frequent contacts among levels versus only 33% of low performance companies.
McKinsey