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?
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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 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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How well does Scaling Agility play in the Ecosystem of Corporate Priorities?
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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 begins with training executives as a team because they are crucial in driving and implementing organizational agility. Here are some key reasons why training executives as a team is essential:
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