The more we understand what value a meeting is meant to create, and which work actually requires collaborative effort, the better we can allocate our most valuable resources – our time, energy and enthusiasm.
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I was working on a large-scale org design project at Mars, Inc. a few years ago. The change management leader for this massive initiative asked me to develop an approach to help teams to navigate the changes they would be experiencing as part of the reorg. I had some good ideas (I’ll share those in an upcoming post) that I quickly committed to paper.
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