Janellis War Room

War Rooms

As many organisations globally have been forced into working from home, Janellis use their team-based critical thinking approach into a virtual war room.

Organisational or industry ‘war rooms’ are a way for executives and leadership teams to come together in a focused session to collaborate on complex problems.

Regulated in a virtual setting utilising digital collaboration technology, the ‘war room’ generates team collaboration, communication and information flow on strategic problems and opportunities.

This team-based activity enables better decision making, problem solving, planning and strategy development. This is enabled by using a robust process that facilitates an in-depth analysis of the problem drawing upon the brains trust of an organisation.

Janellis have been working with executive leadership teams in building resilience since 1999 and understand that the Executive Team and the Board has a key role in preparing, responding and recovering in a crisis.

A ‘war room’ approach is an executive problem solving and alignment process that can be applied to organisations and industries across Boards, Executives, and other cross functional teams.

In the current environment, business is not usual. Therefore, it is imperative for a decision-making team to be working under the same operating picture.

The ‘war room’ process ensures there is a shared vision of the requirements and outcomes of a decision. Further deliverables include:

  • Situational Awareness – Understanding of the facts and assumptions
  • Ability to prioritise
  • Understanding of impacts across the business
  • Decision making
  • Ability to develop tactical and strategic plans under the pressure of tight timelines

Working Example – Emerging Payments Asia (EPA) War Room

The Emerging Payments Association Asia’s (EPA Asia) goal is to unify the payments agenda in the region, grow the payments industry and improve the regulatory landscape for all organisations within the payments value chain.

The threat and impact of COVID-19 is not just affecting individuals, it is affecting counties and regions, and is very much a global challenge. It was important for their member companies such as PayPal, Equinix and Standard Charted to come together at the regional level and take an industry view of COVID-19 and understand the impacts to the industry and the organisation.

EPA payments are at the heart of all events. In times of a crisis people need to transact, with an increase pressure on timely payments performed in a reliable manner.

The EPA Asia Advisory Board engaged Janellis to facilitate a War Room with the purpose to:

  • Improve collaboration and communication, and information flow
  • Enable better problem solving and more responsible decision making
  • Have more productive meetings
  • Improve planning, researching, and strategy development thanks to an in-depth analysis of the problem
  • Enhance sharing ideas, experiences, and thoughts
  • • Enable the Advisory Board to have a shared view of the problem and alignment of the solutions

Following the EPA War Room session Director General John Ryan stated:

“It’s important that when you get the leadership team in the room that you use time effectively. It’s also important to separate the facts and assumptions so that you have clarity in the decision making about the main issue. Using independent experts such as Janellis, who are experienced in running this style workshop help to keep total focus. Normally this event is run in-person, but it seemed to run equally well using digital tools and technology”

war room

At the end of the war room, EPA had established three findings:

  1. Alignment of the problem for EPA Asia
  2. The adoption of critical thinking
  3. An agreed plan of action

Working Example – Navigating ‘Critical Decision Points’ using the Ruby Princess case study

As part of the Critical Thinking Accreditation Program, it is a requirement for Critical Thinking Professionals to demonstrate the 7-step process on a complex decision they are currently facing, either at work or home.

In response to the current environment, Janellis prescribed the task for all Critical Thinking Professionals to explore the complex decision made on March 19th to allow the Ruby Princess passengers to disembark whilst Covid-19 symptoms were present.

Prior to conducting the session, all Critical Thinkers were provided four relevant news articles to have a common understanding of the situation at hand. We encouraged each participant to add their own individual knowledge to the situation, which accelerated the conversation in Step 3 – ‘What are the facts?’.

The image below depicts the visual whiteboard which captured the thinking of the Critical Thinking Professionals. As a panel of 17 members, the decision made was supported by all.

war room ruby princess

We run the complex decision-making virtual war rooms regularly and encourage you to register to one in the events section of the Janellis website. If you require more information, please contact Harrison at Harrison.orr@janellis.com.au.