Collaborating with executives of leading organisations to conduct research and publish cutting edge insights into building resilience and executing strategy
Tools to gather and share insights from Australia’s leaders, practitioners and senior managers on the hot issues, key challenges and innovations in the areas of building resilience and executing strategy.
We use a range of research techniques to help us engage in conversation with thought leaders that include both qualitative and quantitative methods.
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.
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.
The following research initiatives have concluded, select the report you are interested in and complete the form to receive a copy
The Organisational Resilience Framework includes a detailed list of key indicators that are grouped into four main areas of assessment which are: RISK; READINESS; RESPONSE and ASSURANCE.
Resilience is a broad concept and there are many philosophical and ideological views on resilience but for the purposes of benchmarking, Organisational Resilience has been defined as:
“A resilient organisation has the ability to intelligently anticipate and manage change swiftly, has the capacity to learn from challenges and seeks opportunities to enhance its capability to adapt, bounce back faster, smarter and stronger”.
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:
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.
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:
