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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How 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:
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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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How well does Scaling Agility play in the Ecosystem of Corporate Priorities?
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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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Demand management is crucial for scaling agility because it helps organizations effectively manage and respond to the demand for their products or services. Here are some key reasons why demand management is vital for scaling agility:
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Supply Management (Capacity planning and resource management) is a vital component of scaling agility because it enables organizations to allocate and utilize their resources to meet changing demands effectively. Here's why capacity planning and resource management are essential for scaling agility:
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