“The key to sustaining agility in remote teams without losing visibility and control is implementing a framework that elevates the work of teams and inspires a level of trust that gives leaders the confidence to let go. Introducing governance framework patterns can help you regain control of delivery teams, while also maximising the promised benefits of agile.”
Without the right approach, aligning remote teams can be difficult. In this eBook, you'll discover:
How to transition from onsite to remote governance
Essential keys to enabling autonomy in remote agile teams
Effective ways to bring extra clarity to work coordination
Powerful methods to enhance transparency across teams
Actionable advice to apply intent-based leadership
How to monitor performance in a dispersed workforce
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Creating the next normal
As the ongoing impact of COVID-19 continues to emerge, organisations with agile teams are among the best-positioned to succeed, given their ability to adapt to a rapidly changing business environment. With organisations focused on their ability to maintain profitability and survive, effectiveness and efficiency counts greatly. But to sustain the effectiveness of their agile teams, leaders must now overcome a new challenge.
Transitioning to remote work affects ingrained behaviours, work practices, and daily rituals that are required to achieve goals, projects, and business-as-usual activities. We are changing the culture of the organisation.
It’s not possible to simply lift and shift your office culture. Migrating face-to-face collaboration processes, activities, and artefacts to a digital and remote context requires a significant shift.
Being able to log in and access a digital working environment is only the beginning of the challenge. In the current environment where organisations may need to sustain prolonged periods of remote work, an efficient transition to business-as-usual will require a clear framework. The question for companies is: how do I achieve and sustain high performance in a foreseeable future where at least a portion of my organisation, if not all, is remote working?