Intuition of Agile Learning and Achieving • Built-In Instability: Premise of challenging goal and ambition is fundamental to the agile learning and adaptive capacity, but creativity and innovation only come together once the team is granted a wide measure of freedom to come to terms with practical and oftentimes complex challenge in real-world setting; • Self-Organizing Project Teams: Collective capability to cope with ambiguity from a broad range of situations further differentiates the agile philosophy and corresponding action, arguably with rational choices seeking to embrace risk with sense-making initiative, and as a result opening up new perspective with potentially disruptive hypotheses striving to command game-changing impact (with the implications of autonomy, self-transcendence and cross-fertilization); • Overlapping Development Phases: Team's relentless focus on innovation implies that no two formulas are alike and, all the more, to the agile problem-solving differentiation, whereas continual cross-pollination of ideas becomes norms rather than exception, especially toward positive traction in real-world settings with shared leadership and responsibilities on behalf of stakeholders (see a compilation of agile innovation in promotion of idea cross-pollination); • Multi-Learning: Achievement on the premises of stronger reciprocal resilient impact inherently requires the team to expose to the feedback learning loops, particularly in the dynamics of change on the ground with bold expectation to respond to inherent complexity and dynamicity, therefore winning the unique environment to differentiating and infusing smart intuition (learn the learning) that addresses underlying causes of the real-world challenges, with efficiency and effectiveness but also simplicity and resilience in the spectrum of change (see discussion of how to respond to today’s complex challenge by the IMF); • Subtle Control: Dynamic balance unequivocally also lies at heart throughout the agile process, and yet only makes sense once contributable to a stronger adaptive and resilient impact, such as via push and pull force within the team from cooperation (e.g. forging commonground from complementarity between members) and constructive competition (e.g. joint leadership at a turnaround dilemma), but also incentive to go beyond choosing a means for any specific end (lead-user tests critical but only rarely conclusive, therefore ideal to forge team spirit) that shall help the team to come together with reciprocal ambition; • Transfer of Learning: In real-world settings, teamwork can be only as good as tangible result in forward-looking anticipation to uplifting joint performance in the organization to a whole new level, upon which the agile process can be both the agent of change and the product of that process all at the same time. Such underlines responsibilities to transfer both the results and the learnings.

1. Bangkok, Thailand / Page 1 (2) Edition: June 3, 2022
Intuition of Agile Learning and Achieving
Leadership of Agile Innovation at Today's Dawn of Continual
Adaptation and Smart Resilience:
Siripong Treetasanatavorn
Sloan Fellow, Massachusetts Institute of Technology
Intuition from Agile Learning toward Achievable Resilient Impact:1
• Built-In Instability: Premise of challenging goal and ambition is fundamental
to the agile learning and adaptive capacity, but creativity and innovation only
come together once the team is granted a wide measure of freedom to come
to terms with practical and oftentimes complex challenge in real-world setting;
• Self-Organizing Project Teams: Collective capability to cope with ambiguity
from a broad range of situations further differentiates the agile philosophy and
corresponding action, arguably with rational choices seeking to embrace risk
with sense-making initiative, and as a result opening up new perspective with
potentially disruptive hypotheses striving to command game-changing impact
(with the implications of autonomy, self-transcendence and cross-fertilization);
• Overlapping Development Phases: Team's relentless focus on innovation
implies that no two formulas are alike and, all the more, to the agile problem-
solving differentiation, whereas continual cross-pollination of ideas becomes
norms rather than exception, especially toward positive traction in real-world
settings with shared leadership and responsibilities on behalf of stakeholders
(see a compilation of agile innovation in promotion of idea cross-pollination2
);
Ten Ideas in Promotion of Agile Cross-Pollination (MIT Sloan, 2019)²

2. S. Treetasanatavorn. Intuition of Agile Learning and Achieving
Edition: June 3, 2022 Bangkok, Thailand / Page 2 (2)
• Multi-Learning: Achievement on the premises of stronger reciprocal resilient
impact inherently requires the team to expose to the feedback learning loops,
particularly in the dynamics of change on the ground with bold expectation to
respond to inherent complexity and dynamicity, therefore winning the unique
environment to differentiating and infusing smart intuition (learn the learning)
that addresses underlying causes of the real-world challenges, with efficiency
and effectiveness but also simplicity and resilience in the spectrum of change
(see discussion of how to respond to today’s complex challenge by the IMF3
);
• Subtle Control: Dynamic balance unequivocally also lies at heart throughout
the agile process, and yet only makes sense once contributable to a stronger
adaptive and resilient impact, such as via push and pull force within the team
from cooperation (e.g. forging commonground from complementarity between
members) and constructive competition (e.g. joint leadership at a turnaround
dilemma), but also incentive to go beyond choosing a means for any specific
end (lead-user tests critical but only rarely conclusive, therefore ideal to forge
team spirit) that shall help the team to come together with reciprocal ambition;
• Transfer of Learning: In real-world settings, teamwork can be only as good
as tangible result in forward-looking anticipation to uplifting joint performance
in the organization to a whole new level, upon which the agile process can be
both the agent of change and the product of that process all at the same time.
Such underlines responsibilities to transfer both the results and the learnings,
where knowledge and underlying process required to build the organizational
capability and corresponding conducive environment lies at heart of the agile
innovation, essentially with substantive empowerment of hard and soft power
at today's dawn of adaptative response all in achievement of smart resilience.
References (in appearance order):
1. See the seminal work of Hirotaka Takeuchi and Ikujiro Nonaka from HBR (1986):
https://hbr.org/1986/01/the-new-new-product-development-game
2. See discussion with image source originated by Steven Eppinger from MIT Sloan
(2019): https://mitsloan.mit.edu/ideas-made-to-matter/10-agile-ideas-worth-sharing
3. See application of the agile innovation at today's complex economic challenges by
Vitor Gaspar et al from the IMF (2022): https://blogs.imf.org/2022/04/20/governments-
need-agile-fiscal-policies-as-food-and-fuel-prices-spike/