When Leading Scaling Agility initiatives you often find yourself in dual organizations. John Kotter calls this a Dual Operating Structure. I would like to share my observations (via my earlier newsletters) about Management of Self and Others in Roles in these Dual Operating Systems:
Read More
How many layers exist between your Executives and your teams? Who is translating and interpreting the data from the teams work? Are your Executives going to the Gemba and demos?
Read More
How do you manage your manager in a Leading Scaling Agility Initiative? What is their role in Leading Scaling Agility? Are you both a team?
Read More
Managing others in their roles while leading scaling agility initiatives requires effective leadership, communication, and empowerment strategies. Here are some approaches that executives can use to manage others effectively:
Read More
How well does Scaling Agility play in the Ecosystem of Corporate Priorities?
Read More
What are the communication challenges when Scaling Agility?
Read More
Leading scaling agility by Letting Go and letting others lead involves empowering and enabling individuals within an organization to take ownership and lead initiatives that contribute to the overall growth and agility of the organization.
Read More
Leading scaling agility involves implementing effective time management practices at the individual and organizational levels.
Read More
Demand management is crucial for scaling agility because it helps organizations effectively manage and respond to the demand for their products or services. Here are some key reasons why demand management is vital for scaling agility:
Read More
Leading scaling agility is like transforming while performing because it involves driving significant organizational change and adapting to new ways of working while still delivering on current responsibilities.
Read MoreCreate a space for transformative learning and story-telling. Get updates from Siraj directly to your inbox: