Leading Scaling Agility and Organizational Cultural Change share similarities and differences in their approaches and outcomes. What are the boundaries of scope for both and where do they overlap?
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Today's topic is inspired by my conversations with some dear friends and colleagues Hazurasingh Siviya 🔑 Sanjiv Augustine 🎯 Bob Payne Maggie Spivey ... Thank you!
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Let's start this conversation with Simon Sinek's great TED Talk "Start with Why - How Great Leaders Inspire Action"!
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Aligning company-wide mindsets when leading Scaling Agility is important for the following reasons:
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Next, we look into aligning Habits. Aligning habits when leading Scaling Agility is important for several reasons:
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Your organization's language patterns are deeply rooted in the culture and norms. Success creates a strong belief in words and phrases that resonate and lead to results. Scaling Agility means going deeper into the most resonant language patterns and accelerating the power of these words. Scaling Agility may also mean replacing current language patterns with new ones for the new Age of Agility. This is just the beginning of the iceberg!
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When you have no power you have many options!
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Frequently, leaders avoid negotiation! Learning to negotiate well is important for leaders in a Scaling Agility initiative for several reasons:
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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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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:
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