“Delegate”: The decisions should be made for the whole team. The remedy is to question why it is urgent and dismantle that. Unfortunately, Urgent/Unimportant tasks are often political.
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of ”Urgent” quotes in “Digital Master.”
Certainly when you get a group of managers together and allow them to establish a culture, the culture they build will be very hard to change, even when the need for change is urgent and obvious. And by the nature of cultures, the need for change is rarely obvious until it is urgent.
It has worked to remove the logjam on multiple occasions; then, phase (or time-manage) is using the Important/Urgent decision space, where actions are ‘Do it, Defer (non-urgent), Delegate (unimportant) or Dump.” This decision matrix is good most of the time but it does sometimes fail.
So the business managers can embrace uncertainty and manage complexity by focusing on information adoption to ensure the right people get the right information to make the right decisions for learning lessons from the past, diagnosing dysfunctional management patterns, making continuous improvement or preventing upcoming risks, and delicately balance and re-balance the results toward urgent, but hard to predict outcomes.
A well defined IT prioritization roadmap helps IT leaders sustain the technological vision, enable business strategy, take commitment and discipline to stay focused on the real priorities of the business instead of being distracted by what seems to be more urgent at any given moment.
With the overwhelming growth of information and rapid change, IT touches both hard business processes and soft human behavior. Keeping IT dynamic is crucial for adapting to unforeseen urgent changes in the business or other fields.
“Defer” tasks ultimately become urgent. You ideally want to do them before that happens. A good way is to start the task as a background task.
“Delegate”: The decisions should be made for the whole team. The remedy is to question why it is urgent and dismantle that. Unfortunately, Urgent/Unimportant tasks are often political.
Certainly when you get a group of managers together and allow them to establish a culture, the culture they build will be very hard to change, even when the need for change is urgent and obvious. And by the nature of cultures, the need for change is rarely obvious until it is urgent.
It has worked to remove the logjam on multiple occasions; then, phase (or time-manage) is using the Important/Urgent decision space, where actions are ‘Do it, Defer (non-urgent), Delegate (unimportant) or Dump.” This decision matrix is good most of the time but it does sometimes fail.
So the business managers can embrace uncertainty and manage complexity by focusing on information adoption to ensure the right people get the right information to make the right decisions for learning lessons from the past, diagnosing dysfunctional management patterns, making continuous improvement or preventing upcoming risks, and delicately balance and re-balance the results toward urgent, but hard to predict outcomes.
A well defined IT prioritization roadmap helps IT leaders sustain the technological vision, enable business strategy, take commitment and discipline to stay focused on the real priorities of the business instead of being distracted by what seems to be more urgent at any given moment.
With the overwhelming growth of information and rapid change, IT touches both hard business processes and soft human behavior. Keeping IT dynamic is crucial for adapting to unforeseen urgent changes in the business or other fields.
“Defer” tasks ultimately become urgent. You ideally want to do them before that happens. A good way is to start the task as a background task.
“Delegate”: The decisions should be made for the whole team. The remedy is to question why it is urgent and dismantle that. Unfortunately, Urgent/Unimportant tasks are often political.
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