Change is an inevitable and necessary part of growth and adaptation. However, most large and complex organisations are trying to balance two seemingly opposing concepts at the same time: creating central clarity and consistency across the organisation, while continuing to empower teams on the ground with greater autonomy. But where can organisations start? Is there an impactful leverage point that can accelerate the transformation journeys that so many organisations are on?

Through the context of applying ideas and practices learnt at DOES over the years, in this session, we’ll explore the concept of the "minimum viable wiring” needed for large, complex organisations to increase strategic alignment and progressively adapt to rapidly changing internal and external contexts.

We’ll provide a practical solution in leveraging QBRs (Quarterly Business Reviews) as a vehicle for establishing an organisational tempo where the right people are brought together to create stronger alignment, clarity and autonomy. We’ll share actionable practices and strategies to create this "minimum viable wiring" at some of Australia’s largest and most complex organisations to lead to better business, customer, and team outcomes.