Our Insights
SUPPLY CHAIN RESILIENCE: A MISSING LINK?
The 2020s marked the start of a decade of disruption which caused supply chain management to go into overdrive: the Covid-19 pandemic; the Ever Given’s grounding in the Suez Canal; the Russia-Ukraine war; and the Israel-Hamas conflict. In direct or indirect ways,...
Supply Chain and Procurement Challenges In A Changing World
Navigating the Nexus: Supply Chain and Procurement Leaders' Challenges in the Next Three Years In an era of unprecedented disruption and transformation, supply chain and procurement leaders find themselves at the forefront of strategic decision-making. With the...
CCIFV Learning Expedition Unveiled!
We are proud to announce a partnership between X-PM and the Transformational Leadership Acceleration Institute (TLAI). We are delighted to share their recent 2023 Survey: The Great Leadership Rethink©.
Transformational Leadership Survey
We are proud to announce a partnership between X-PM and the Transformational Leadership Acceleration Institute (TLAI). We are delighted to share their recent 2023 Survey: The Great Leadership Rethink©.
Stakeholder Alignment
X-PM runs hundreds of transformation projects every year and one of the biggest challenges is Stakeholder Alignment.
Our methodology works on the alignment of action, not thinking. As such we increase the chances of a successful transformation exponentially.
How to get from “I think this” to “we all agree to do that”
In this final article in our short series we refresh the main conclusions from each step in our dialogue. We remind ourselves despite the importance of collaboration in achieving organizational goals, we often fail to achieve our goals and that there are common underlying factors behind these sub-optimal performances.
How to get from “I think this” to “we all agree to do that”
Penultimate article in a short series focuses on the importance of alignment. It is a journey in which the Science of Co-ordinated Action teaches people in a collaboration to acknowledge that there will be phases of misalignment, and this is all part of the process.
How to get from “I think this” to “we all agree to do that”
Sixth in a short series reinforces the idea that honest views and opinions are crucial to success. To enable this leaders must lead-by-example, accept and encourage disagreement, and create the environment for open dialogue.
How to get from “I think this” to “we all agree to do that”
Fifth in a short series moves on to reinforce the need to identify all the themes from the outset to enable cross-departmental thinking, base collaboration on facts & opinions and get all the right people into the dialogue.
How to get from “I think this” to “we all agree to do that”
Fourth in a short series moves on to the need to move from process thinking to system thinking in the definition and agreement of objectives and goals.