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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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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How to Empathize with Leaders who don't know where to start with Scaling Agility?

How to Empathize with Leaders who don't know where to start with Scaling Agility?

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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Leading Scaling Agility is Scaling Negotiation Capabilities Company wide!

Leading Scaling Agility is Scaling Negotiation Capabilities Company wide!

Frequently, leaders avoid negotiation! Learning to negotiate well is important for leaders in a Scaling Agility initiative for several reasons:

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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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How well does Scaling Agility play in the Ecosystem of Corporate Priorities?

How well does Scaling Agility play in the Ecosystem of Corporate Priorities?

How well does Scaling Agility play in the Ecosystem of Corporate Priorities?

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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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