Making an organization a "fertile ground" for change and scaling agility involves creating an environment that supports and encourages continuous improvement and growth. Here are a few ideas to start:
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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?
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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:
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Management of self in a role during leading scaling agility initiatives requires a proactive approach to personal development, self-awareness, and effective self-management. Here are some strategies to manage oneself effectively in a leading scaling agility role:
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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:
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Executives leading scaling agility in an organization can benefit from having a change agent to support and facilitate the transformation process. In our experience, you need a balance of Internal and External Change Agents.
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