iWMS is an international HighJump software service provider.
Since its inception in South Africa 2009, the company has extended its operations into India, the United States, Australia and New Zealand.
This global expansion allows iWMS to access the best global resources while also expanding their market share. The combination allows them to blend teams and make sure the right level of experience is available for their customers.
iWMS CEO, Richard Evans, noticed that his internal and customer meetings were going well, but he thought they could use a bit more structure.
He decided to look for a way to improve the company’s management meetings, and decided that it was important to document decisions, formally track action items, and follow up after meetings to make sure everyone was sticking to commitments.
When preparing for the workshop, Lisette spends a few hours setting up each section by creating an agenda, uploading documents, and setting up multiple software platforms for her participants.
However, because she uses Lucid for the online meeting segment, she’s able to leverage a pre-defined meeting template, automating both setup and follow through—saving her a minimum of thirty minutes in preparation time.
Meeting agenda templates also allow new facilitators to get up and running quickly, making her licensing business more scalable.
Over the course of a year, this huge time savings allows her to focus on improving the workshop curriculum and managing high-level business activities.
If you are a Lucid Meetings customer, we would be grateful if you would visit the Gartner Peer Insights forum and provide a review of the experience you've had using our meeting management platform.
Why Gartner Peer Insights?
As you know, Gartner is one of the most well-respected analyst firms in the world, and they continuously strive to help organizations make better-informed decisions about technologies, products, and business strategies.
By reviewing Lucid Meetings on the Peer Insights forum, your feedback will help other decision-makers choose a potential meeting management provider and help us continue to enhance our product.
You can access the page via this Gartner-customized link: http://gtnr.it/2jALblV. For your convenience, basic details about Lucid Meetings will be pre-populated into your survey.
After more than 25 years of facilitating meetings and training groups, Beatrice Briggs, founder and director of the International Institute for Facilitation and Change, believes she's seen almost every group facilitation situation imaginable.
Yet, she continues to receive emails from colleagues that surprise her.
Numerous facilitators around the world teach managers and teams about the benefits of better meetings, yet few leaders actually understand why it's so important.
Heads of industry continue to focus on cash flow, operations, and reducing waste while ignoring the time, energy and money squandered in unproductive meetings.
Inspired by the many stories she's heard over the years, "No More Boring Meetings" aims to encourage teams and managers to reap the great benefits offered from their time meeting together.
Creating a strategic plan for your business is a critical task for the leadership of every company.
If you don’t decide where you’re headed, you will lead aimlessly. People will follow your direction, but they won’t have context, insight into to your actions, or an understanding of how they can best contribute.
Any planning requires time and focused attention, yet with a few simple rules, building a strategic plan can be accomplished with less effort than most people think.
Best of all, once you create the plan, you’ll wonder why you didn’t do it sooner. Everyone in your organization can move in the same direction toward a common set of goals.
Mapping Your Strategic Plan
Building a strategic plan is like creating a map. It has directions for how an organization will accomplish any given strategy. The plan (map) explains where a company is going and the methods (roads) people will take to get there.
When your team decides to come together and build the plan, be sure to include all relevant stakeholders in the process. Without them, you’ll have less commitment to the final outcome.
Many leaders understand the value of planning, but neglect to go through with it for a myriad of reasons. Time constraints, knowledge of the process, or perceived high cost can all be obstacles to executing.
Here are 5 great reasons to get your team together to create a strategic plan as soon as possible:
You get to set priorities Provide clarity by letting your team know the most important initiatives for the organization.
You get buy-in on company direction If everyone contributes to the process, they'll be more supportive of the outcomes.
Your team will have alignment When your team has a mutual understanding of and agreement on the company's goals, they'll work together more effectively.
You can simplify what you'll work on Once you limit yourself to a set of specific goals, you can be liberated to work on just those goals.
As a leader, you can communicate your vision Once you document your company's vision, not only can you clear your head of thinking about it, but everyone around you (employees, vendors, leadership) can contribute to achieving the vision sooner.
Return Consulting has worked for many years with clients from startups to the Fortune 50. Over that time, they’ve found that the most uniform shortcoming across all organizations is the weak commitments made in poorly run meetings, working toward ill-defined project objectives.
Toby Lucich, Return’s Founder and CEO, saw an opportunity to solve this problem for his clients, and was inspired to create Return Leverage - a service that enables leaders and project specialists to redefine their workload by delegating the day-to-day details of project management, meeting facilitation and task organization.
Using Lucid, Toby and his expert team drive these often overlooked essential habits within client organizations in a very effective way.
We spoke with Toby Lucich for this case study, and here’s what he had to say.
The Problem - And Inspiration for a New Service
Many of the clients Return worked with suffered from poorly run meetings, but this hasn’t been due to a lack of knowledge, or inadequate training.
Instead, Return found that clients wanted to rush through meetings, trying to keep their scarce employee resources focused on the most critical work at hand - the specific tasks that make the ’highest and best use’ of their available expertise.
"The problem is that when organizations try to shortcut their meetings, they lose the fundamental cadence that confirms commitments and drives accountability,” Lucich shared. “This ‘hurry up offense’ left no one doing the basic blocking and tackling work anymore – such as conducting effective meetings, monitoring commitments and deliverables, and keeping track of all the little details.”
On the TV show The Profit, Marcus Lemonis teaches that “people, process and product” are the three keys to a successful business. As Chairman and CEO of Camping World and Good Sam Enterprises, he leads close to 6,000 employees in over 100 cities across the US. I’ll take that as a credible source.
There are numerous processes out there to run a business, manage people, and develop products, yet almost all of them are geared toward in-person communication.
What happens when your team is distributed, and rarely sees each other in person?
Remote work is a reality in companies everywhere - whether employees are on a different floor, co-located in offices across multiple cities, or in a remote home office location working solo.
We've published a wealth of information on remote work over the years. We sifted through it all and pulled out the five pieces we felt every remote team can and should have in their process toolkit - the foundations - and wrapped them up into a neat little package.
The Intel Alumni Network Board is a twelve person, nonprofit Board of Directors serving approximately 5000 former Intel employees.
The Intel Alumni Network’s mission is to create a thriving community that encourages personal and professional growth through networking and thought leadership.
The Board of Directors meets regularly to decide on the strategic direction of the network, and executing on their initiatives requires attention to detail as well as documentation of progress and decisions.
Challenges Facing Boards of Directors
One challenge that all Boards of Directors face is maintaining continuity between meetings. Because the meetings are held monthly or quarterly, remembering what was discussed from one to the next can prove difficult.
In addition, board members are usually employed at different companies, and sometimes they want to use the meeting tools they already have. If there is no centralization of information, important decisions can get lost in the shuffle.
"Since we don’t have to switch around between different sharing tools and conference lines from meeting to meeting or from one agenda item to the next, each director always knows how to get online for our meetings and we don’t have delays while we wait for people to get onto the right tool." Pat Scatena, Corporate Secretary
Another challenge for boards is keeping focused. Since Board members manage their own committees and are responsible for strategic objectives outside of the Board, they sometimes want to tackle the details of other projects - like running an event or gathering input on a website design - instead of sticking to the topics on the agenda.
Directors sometimes need to coordinate their own committee meetings in addition to the main board meetings. If they aren’t able to easily set up and run them successfully, they might resort to using multiple tools and losing valuable information.