Today's topic is inspired by my conversations with some dear friends and colleagues Hazurasingh Siviya 🔑 Sanjiv Augustine 🎯 Bob Payne Maggie Spivey ... Thank you!
Read MoreWhen you have no power you have many options!
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 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:
Read MoreHow many layers exist between your Executives and your teams? Who is translating and interpreting the data from the teams work? Are your Executives going to the Gemba and demos?
Read MoreHow do you partner with your busy Executive Business Partners? How do you create trust in your Leadership of Scaling Agility Initiatives? How do you involve their trusted leaders in your initiatives to help them? Managing Business Partners in their roles is up next:
Read MoreHow 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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