Engaging in face to face conversations with key executives to deep dive into the issues
Our Research Methodology
Research Development Process
We use a range of research techniques to help us engage in conversation with thought leaders that include both qualitative and quantitative methods.
- Our qualitative methods are more discussion-based research questions posed during a meeting or via phone with executives that draw out in depth evidence, analysis and first hand insights.
- The quantitative elements are usually done via surveys that may be completed by an executive or practitioner in the field. The surveys are short and completed online, delivering responses directly back to Janellis.
Using a combination of these approaches allows us to customise the findings of the research for specific audience and deliver it in compelling ways including reports, videos, presentations and forums.
Structured phone interviews that provide insight into issues, challenges and solutions
Short online surveys that deliver quantitative analysis of capabilities in key areas
Current Research Projects
open for participation
Research Project: Strategies for Building Resilience in Critical Infrastructure
The increasingly diverse risks that critical infrastructure owners and operators face, the resulting public and political scrutiny and the interdependencies within the supply chain present significant challenges.
The cascading impacts of recent crisis events that have been reported in the media has seen a significant drop in market value for some organisation’s, a lack of community confidence for others and the resignation of chief executives and ministers.
We are now conducting a research initiative to better understand the current challenges and approaches to building resilience within critical infrastructure from an executive perspective.
Research Project: The Value of Change Management
The value of change management is a challenge with executives and leaders who need to quantify their investments in this area. How do they know they are getting a true return on investment? Even some of the largest change teams, where there are high levels of change maturity and awareness, are constantly being scrutinised to provide tangible visibility and metrics.
Janellis have published a number of papers on change management to help generate awareness and broaden the understanding of this important area. We are now conducting a research study on the value of change management which will be presented as a special report later this year.
Completed Research Projects
Research Project: Accelerating Strategy, a CEO and Executive perspective
Janellis ran a series of executive transformation related events attended by a cross-section of organisations. The research has been insightful and thought-provoking, and examples of the most current thinking includes:
- Shifting the focus onto measuring ‘leading’ rather than ‘lagging’ indicators of success
- Having a framework that provides visibility, transparency and accountability across the enterprise
- Using a range of visual and interactive tools to engage teams, facilitate decision making and maintain momentum
- Taking a more strategic and empathetic approach to change management
Research Project: Driving transformation and managing change
The VisionScope is a four stage process that provides rigor and assurance that strategy, initiatives and project activity is aligned to the corporate vision.
Vision and Scope are two distinct concepts, and successful transformation projects require both. Vision is an unlimited view of the solution whereas Scope identifies the parts of the vision that the organisation or team can accomplish within its constraints.
A specialist transition program will provide the governance and assurance structure necessary to drive the change and embed capability.
Research Project: Executing strategy more efficiently through the Enterprise Program Management Office
Janellis have run a series of transformation related events attended by a cross-section of organisations. The common theme across all sectors has been the need to execute strategy faster, cheaper and with more success.
The research paper was initiated to understand the most current thinking on ‘Executing strategy more efficiently through the Enterprise Program Management Office’.
The focus areas that were agreed by participating organisations include:
- Prioritisation of investments and resources across the enterprise
- Designing an efficient Enterprise Program Management Office that leverages off existing capabilities across the whole organisation
- Galvanising teams and embedding change capability across the organisation
- Ensuring alignment across the organisation including strategy; BU PMOs; IT; Finance and Transformation programs
- Effective reporting and decision-making tools for the Executive and Board