Siraj’s Blog

On Scaling Agility and Cultural Change (Part 1)

On Scaling Agility and Cultural Change (Part 1)

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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Once bitten twice shy!! What can you do if your previous Scaling Agility initiative failed?

Once bitten twice shy!! What can you do if your previous Scaling Agility initiative failed?

This happens all the time! For various reasons and now it's time to renew and restart. FYI, here is a great post from John Kotter #hbr on this topic

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Who is paying the cost of Context Switching Habits when Scaling Agility?

Who is paying the cost of Context Switching Habits when Scaling Agility?

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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Why is it important to articulate our Shared Vision when Scaling Agility? (Culture Series Part 4)

Why is it important to articulate our Shared Vision when Scaling Agility? (Culture Series Part 4)

Let's start this conversation with Simon Sinek's great TED Talk "Start with Why - How Great Leaders Inspire Action"!

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How do we

How do we "energize" our Scaling Agility efforts?

I have often noticed that large-scale change efforts, including Scaling Agility, are boring and lack Energy!

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How do we make our Organization a

How do we make our Organization a "fertile ground" for Scaling Agility?

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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Management of Self and Others in Roles (summary)

Management of Self and Others in Roles (summary)

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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