When scaling agility, the cost of context switching habit can be borne by different stakeholders within an organization. Here are a few parties that may experience the impact:
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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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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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How well does Scaling Agility play in the Ecosystem of Corporate Priorities?
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What are the communication challenges when Scaling Agility?
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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.
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Leading scaling agility involves implementing effective time management practices at the individual and organizational levels.
Read MoreToday was a great example of how less the team communicates and how poorly they coordinate.
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