This is a question, not a statement:
Read MoreLeading 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?
Read MoreWhen 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:
Read MoreToday's topic is inspired by my conversations with some dear friends and colleagues Hazurasingh Siviya 🔑 Sanjiv Augustine 🎯 Bob Payne Maggie Spivey ... Thank you!
Read MoreFrequently, leaders avoid negotiation! Learning to negotiate well is important for leaders in a Scaling Agility initiative for several reasons:
Read MoreI have often noticed that large-scale change efforts, including Scaling Agility, are boring and lack Energy!
Read MoreMaking 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:
Read MoreHow well does Scaling Agility play in the Ecosystem of Corporate Priorities?
Read MoreWhen 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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