Siraj Sirajuddin’s Blog | transformation

Equalizing the Political Capital of all Executives and Leaders - a Scaling Agility Mindset!

This is a question, not a statement:

Scaling our Personal Agility - How can we confirm if we are addicted to work?

We have to ask ourselves: "Are we addicted to work"? Confirming if we are addicted to work in a Scaling Agility initiative requires careful self-reflection and observation of behavioral patterns. Here are some signs that may indicate work addiction:

On Scaling Agility and Cultural Change (Part 1)

Leading Scaling Agility and Organizational Cultural Change share similarities and differences in their approaches and outcomes. What are the boundaries of scope for both and where do they overlap?

Once bitten twice shy!! What can you do if your previous Scaling Agility initiative failed?

This happens all the time! For various reasons and now it's time to renew and restart. FYI, here is a great post from John Kotter #hbr on this topic

How does Context Switching impact Collective Cognitive Load when we are Scaling Agility in an Enterprise?

TGIF! Friday's are the best day of the week to talk about the impact of Context Switching! At the end of the work week, it's time for self reflection:

Who is paying the cost of Context Switching Habits when Scaling Agility?

When scaling agility, the cost of context switching habit can be borne by different stakeholders within an organization. Here are a few parties that may experience the impact:

Management of Business Stakeholders in their Roles (part4)

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:

Management of Others in Roles (Part 2)

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:

Management of Self in Role (Part 1)

Management of self in a role during leading scaling agility initiatives requires a proactive approach to personal development, self-awareness, and effective self-management. Here are some strategies to manage oneself effectively in a leading scaling agility role:

How well does Scaling Agility play in the Ecosystem of Corporate Priorities?

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