How well does Scaling Agility play in the Ecosystem of Corporate Priorities?
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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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How 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?
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Managing others in their roles while leading scaling agility initiatives requires effective leadership, communication, and empowerment strategies. Here are some approaches that executives can use to manage others effectively:
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