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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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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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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Let's start this conversation with Simon Sinek's great TED Talk "Start with Why - How Great Leaders Inspire Action"!
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I have often noticed that large-scale change efforts, including Scaling Agility, are boring and lack Energy!
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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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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?
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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.
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