Aligning company-wide mindsets when leading Scaling Agility is important for the following reasons:
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Next, we look into aligning Habits. Aligning habits when leading Scaling Agility is important for several reasons:
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Your organization's language patterns are deeply rooted in the culture and norms. Success creates a strong belief in words and phrases that resonate and lead to results. Scaling Agility means going deeper into the most resonant language patterns and accelerating the power of these words. Scaling Agility may also mean replacing current language patterns with new ones for the new Age of Agility. This is just the beginning of the iceberg!
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When you have no power you have many options!
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In one word - communication!
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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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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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