How have you optimized cross-org councils (product, process, experience, etc.)?
In the age where cross-organization participation is key, we often lean on councils to guide and prioritize strategic work: new products, process and flow optimization, customer and employee experience improvement, etc.) Unfortunately, the same key individuals (particularly at the senior executive level) find themselves on multiple steering committees, boards, and councils with similar goals. How have you optimized your governance and council structures to maximize their unique benefit while minimizing duplication and "council overload?"
Answers
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I experienced some years ago in January that my manager said: "Let's review all calls + reports + updates + regular business reviews" - and we all realized that some things are no longer needed, some things changed and in some areas we really even put a brainstorming meeting together to see how it makes sense to move forward.
Since that time we're doing the same every year in January/February once the vision/strategy for the year is clear: Review the target for the new year and review all those meetings and processes. I personally think this kind of "reset for the next year" is an excellent idea - and I have never seen that anybody says "Let's go on as last year."
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@Brian Rudy and @Alexander Ziegler
Great topic and one where the research is revealing and for which TSIA has prescriptive guidance.
The cross org handshakes, related RACI, lifecycle management governance forums are a topic that TSIA's XaaS Product Management research practice actively addresses. For those that are members, the following resource may prove helpful
Also, there are a few case examples where companies that have shared their models
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