The document discusses the five integral disciplines for leading agile transformations:
1) Conscious Change - Taking a proactive, disciplined approach to organizational change.
2) Evolving Consciousness - Questioning assumptions and beliefs to evolve individual consciousness.
3) Evolving Product Innovation - Taking an organization-centric approach to product creation.
4) Evolving Systemic Complexity - Shifting organizational culture to create a hospitable environment for agility.
5) Evolving Adaptive Architectures - Designing organizational structures and policies that optimize flow.
To gain Business Agility, organisational development (Agile) and consciousness grow (leadership) should better walk hand in hand. Biz-Tech and People departments can collaborate, instead than conflicting.
In fact, observing closer, it emerges that "agile asks for more consciousness" as well as "consciousness asks for agility".
So, we propose the Mindfulness-Agile synergy for Business Agility. This is a more integral approximation to change, with respect to the attempts to gain Business Agility based on just adopting agility or just reinventing leadership. We present the original conceptual model in a visual way.
Enterprise Agile Coaches are System ThinkerChandan Patary
How Agile coaches are different from Enterprise Agile coaches? Why we need to know systems thinking for scaling agile at enterprise level agile transformation.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Our Adaptive Leadership Iterative Framework provides you with the tools, principles, practices and values to enable you to thrive in a constantly changing world connected through multiple, complex dimensions.
To gain Business Agility, organisational development (Agile) and consciousness grow (leadership) should better walk hand in hand. Biz-Tech and People departments can collaborate, instead than conflicting.
In fact, observing closer, it emerges that "agile asks for more consciousness" as well as "consciousness asks for agility".
So, we propose the Mindfulness-Agile synergy for Business Agility. This is a more integral approximation to change, with respect to the attempts to gain Business Agility based on just adopting agility or just reinventing leadership. We present the original conceptual model in a visual way.
Enterprise Agile Coaches are System ThinkerChandan Patary
How Agile coaches are different from Enterprise Agile coaches? Why we need to know systems thinking for scaling agile at enterprise level agile transformation.
In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Our Adaptive Leadership Iterative Framework provides you with the tools, principles, practices and values to enable you to thrive in a constantly changing world connected through multiple, complex dimensions.
Situational Scrum Mastering: What the Scrum guide didn’t tell me about leadin...Scrum Australia Pty Ltd
This session aims to raise awareness about what it takes to successfully lead a team that is trying to be Agile. Santosh will share his personal experiences about challenges he has faced, and why it’s important for an effective Scrum Master to understand what their team needs in terms of leadership before they can successfully lead a team.
According to Paul Hersey, leaders need to adapt their behavior to fit a team’s readiness. Based this readiness level, which is determined by the team’s ability and willingness, a Scrum Master can opt for Telling, Selling, Participating, and Delegating their style of leadership.
In this talk, we will dive into specific things a Scrum Master should do when leading a team that has a different level of readiness. Ultimately, we will learn how a Scrum Master can help teams with limited confidence and abilities to become an agile team, leading them to maximise their agile-ness throughout.
If you are just starting a career as a Scrum Master are a seasoned veteran, or even an agile team member, and want to increase your understanding about leading teams that are trying to become agile, then this talk is for you.
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
www.create-learning.com
From a presentation on Complexity and Organization Culture Change. A series of tools and needed processes to lesson the learning anxiety and increase the survivor guilt.
www.create-learning.com
Team development - more than team buildingRoffey Park
Teams and groups:
- focusing on the nature of the work
- the need for cooperation
- the complexity involved.
Teams as human systems:
- differences and similarities
- tight and loose groups
- temporary groups
- visible and invisible groups
Creativity is a leadership quality that should be an essential part of the job description. Leaders may not need to be creative themselves, but they need to understand key elements of the creative process.
Kegiatan sistem kredit kinerja kemahasiswaanSeta Wicaksana
‘Memayu Hayuning Sariro,,,,Memayu Hayuning Bangsa,,,,,Memayu hayuning Bawana" (Apapun Yang Di kerjakan Oleh Seseorang Itu, harusnya bisa Bermanfaat Bagi Dirinya Sendiri, Bermanfaat untuk Bangsanya, juga Bermanfaat Bagi Manusia Di Dunia Pada Umumnya)
-- Ki Hajar Dewantara
Motivational and Agile Mindset- Best of Both WorldsAdvance Agility
Every minute of an average day is formed by its share of constant tasks and priorities, coupled with an ever-growing list of assignments. It can be difficult to acquire insight into the health of a project without a plan in place. This is where an agile mentality comes to work!
Though traditionally linked with software development teams, the agile technique is currently being used successfully by a wide range of sectors. This is why many firms have included the agile technique in their project management methods.
Topics covered at Agile Humans Days 2019: Sustainable Agile, a moral call to the Agile Community; Business agility; Culture change & consciousness; Running a business with a conscious mindset; Virtuous circles of value creation.
Situational Scrum Mastering: What the Scrum guide didn’t tell me about leadin...Scrum Australia Pty Ltd
This session aims to raise awareness about what it takes to successfully lead a team that is trying to be Agile. Santosh will share his personal experiences about challenges he has faced, and why it’s important for an effective Scrum Master to understand what their team needs in terms of leadership before they can successfully lead a team.
According to Paul Hersey, leaders need to adapt their behavior to fit a team’s readiness. Based this readiness level, which is determined by the team’s ability and willingness, a Scrum Master can opt for Telling, Selling, Participating, and Delegating their style of leadership.
In this talk, we will dive into specific things a Scrum Master should do when leading a team that has a different level of readiness. Ultimately, we will learn how a Scrum Master can help teams with limited confidence and abilities to become an agile team, leading them to maximise their agile-ness throughout.
If you are just starting a career as a Scrum Master are a seasoned veteran, or even an agile team member, and want to increase your understanding about leading teams that are trying to become agile, then this talk is for you.
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
www.create-learning.com
From a presentation on Complexity and Organization Culture Change. A series of tools and needed processes to lesson the learning anxiety and increase the survivor guilt.
www.create-learning.com
Team development - more than team buildingRoffey Park
Teams and groups:
- focusing on the nature of the work
- the need for cooperation
- the complexity involved.
Teams as human systems:
- differences and similarities
- tight and loose groups
- temporary groups
- visible and invisible groups
Creativity is a leadership quality that should be an essential part of the job description. Leaders may not need to be creative themselves, but they need to understand key elements of the creative process.
Kegiatan sistem kredit kinerja kemahasiswaanSeta Wicaksana
‘Memayu Hayuning Sariro,,,,Memayu Hayuning Bangsa,,,,,Memayu hayuning Bawana" (Apapun Yang Di kerjakan Oleh Seseorang Itu, harusnya bisa Bermanfaat Bagi Dirinya Sendiri, Bermanfaat untuk Bangsanya, juga Bermanfaat Bagi Manusia Di Dunia Pada Umumnya)
-- Ki Hajar Dewantara
Motivational and Agile Mindset- Best of Both WorldsAdvance Agility
Every minute of an average day is formed by its share of constant tasks and priorities, coupled with an ever-growing list of assignments. It can be difficult to acquire insight into the health of a project without a plan in place. This is where an agile mentality comes to work!
Though traditionally linked with software development teams, the agile technique is currently being used successfully by a wide range of sectors. This is why many firms have included the agile technique in their project management methods.
Topics covered at Agile Humans Days 2019: Sustainable Agile, a moral call to the Agile Community; Business agility; Culture change & consciousness; Running a business with a conscious mindset; Virtuous circles of value creation.
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
This presentation addresses the tough subject of Navigating the Transition and Planning the Way Forward When Your Company Gets Bought Out.
Three major areas to address:
Defining the Transition
Levers to Cultural Integration
Steps to Successful Integration
“The fact is, culture eats strategy for lunch. You can have a good strategy in place, but if you don’t have the culture and the enabling systems that allow you to successfully implement that strategy, the culture of the organization will defeat the strategy.” Richard Clark, CEO of Merck (2005 – 2010)
In a study conducted by Bain Consulting in 2008, 91% of the 1200 senior executives at global companies agreed that “culture is as important as strategy for business success”. It further revealed that 81% of executives agreed that “a company without a winning culture was doomed to mediocrity.” In a more recent study by Booz and Company in 2013 , 96% of the 2200 respondents agreed that “culture change is needed in their organisation” while 51% agree “that their culture needs a major overhaul”.
These are startling numbers. If organisational culture is so important, why is it not one of the top items on the agenda?
In the second of this 6 part Change Management series, we outlined the importance of communicating your change and actively engaging your stakeholders.
In this article, we discuss the importance of designing and building a culture that supports your vision.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
The Agile Enterprise: The Role of Leadership & Organization Health in Scaling...Cprime
The Agile Enterprise is nimble and robust. Responsive to an ever-changing, high-speed marketplace, it anticipates customer needs and wants. Its capacity for innovation delights customers and employees alike. Implementing agile for software development is vital and not enough for full-scale agility. At scale, a company needs to be agile-informed in its purpose, structure, processes and culture. This allows it to use business agility—a shared understanding that generates a new way of thinking, working and delivering value—as a competitive advantage. The organizational health essential to enterprise agility occurs by intentional design: a top-down commitment to embody transformational leadership. In this webinar, you’ll learn:
· The two key, complementary value cycles that constitute Enterprise Agility
· Why the Agile Enterprise depends on Transformational Leadership
· The four organizational disciplines of the Agile Enterprise
This presentation covers organizational culture, values in organizations, vitality and quality values, leading through values, building values in organizations, and principles of values management.
ORGANIC agility - beyond the mass production of agile at scaleLasse Ziegler
ORGANIC agility is an evolutionary approach to organizational agility and resilience that has been developed by working with hundreds of companies around the world. This presentation covers the five key principles of ORGANIC agility and explains how they provide the scaffolding for change.
Is your organisation resilient enough to thrive in the face of uncertainty?
When we talk about organisational resilience, the idea of fortifying a business immediately comes to mind. But it’s much more than increasing the robustness of your organisation.
With the numerous evolving economic, social, political and, in certain climes, religious situations that global organisations face, some changes continue to affect business’ strategic priorities and targets. In essence, higher volatility has become the new normal in our business environment.
Organisational resilience is about anticipating what might happen and putting strategies in place to resist the impending negative impacts of sudden change. Similarly, it is also about reacting to potential threats and uncertainties and rebounding to sustain business growth and stay one step ahead.
Resilient organisations don’t just survive; they thrive in an unpredictable world.
In this deck, you’ll find the most effective strategy to flourish in today’s VUCA world and remain relevant for the long term. You’ll also learn;
• The capabilities a resilient organisation demonstrates
• The critical areas you need to focus on to drive business transformation during uncertain times
• The key questions you immediately need to ask before anything else, and
• What you have to start doing NOW
What is the best Agile Adoption or Agile Transformation organization and team structure and the talent needed to successfully implement Agile across the company? Is there a best approach?
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Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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2. Evolvagility: Growing an Agile Leadership Culture from the Inside Out – by Michael
Hamman, available now on Amazon and from Agile India Network
Agile Transformation: Using the Integral Agile Transformation Framework™ to Think
and Lead Differently – by Michael K. Spayd & Michele Madore, available July 2020
2
3. Why do we do Agile in the first place?
What are the problems it is supposed to help us solve?
We live in a VUCA world.
VUCA is a term developed by the US military to address the extreme conditions on
the battlefield.
Agile is designed to adapt to a VUCA world.
3
5. The primary distinction between two forms of management thinking for the basis of
the course. If we are to successfully manage in a way that supports Agile teams, we
must move from Predict & Plan thinking to Sense & Respond thinking.
5
9. individual’s order of consciousness across the organization.
Evolving Product Innovation - When an organization moves to using Agile practices, the shift requires
them to move from goal-centric practices (such as waterfall) to customer-centric ones; this shift is
more or less built naturally into Agile thinking and practices. If the goal is not just doing Agile, but
organizational agility, then an organization must go beyond a customer-centric focus to an
organization-centric approach in creating their products (as a way of transcending and including). In an
organization-centric approach, all voices of the system need to be represented in service of product
creation. A brand-driven organization is an example of organization-centric. With a brand-driven
approach, you include all stakeholders, such as marketing, product development, the customer, and
the organization’s purpose/original brand, etc. When the organization believes in their brand-- and
joins together in a co-creative process, using solid lean and design thinking methods and agile
practices-- dramatic improvements in business results, customer satisfaction and innovative designs
become possible.
Evolving Systemic Complexity - Designing, shifting and shaping the organization’s collective set of
beliefs, mores, mental models, etc. in the direction of -- and to create a hospitable environment for --
organizational agility -- will require growing systemic complexity, for instance evolving from
Achievement-Orange to Pluralistic-Green thinking and acting. Shifting the overall organizational vision,
business goals, and way of being is essential to this evolution. For us specifically, as we examine our
own mental models and the effectiveness of our relationship systems, we are pushed into more
Integral ways of relating: taking the perspective of others, seeing our own meaning-making,
confronting our group shadow, seeing the systemic effects of the group conscience. As we help evolve
the culture, we naturally come up against the inside of our meaning making, forced to confront our
assumptions and cherished beliefs, and our jointly held mental models about the world and what our
system needs to do culturally in order to exist. We have the opportunity to create a deliberately
developmental culture, where evolving consciousness -- on an individual and a collective level -- is
valued in the organization alongside achieving business results.
Evolving Adaptive Architectures -- A company unable to organize around value streams will have a
significant and permanent impediment towards realizing efficient flow. Designing and implementing
organizational structures, governance, and policies that optimize flow, value creation, and human well-
being is the focus of this discipline. As far as our own development, this Discipline stretches our design
thinking skills, our understanding and recognition of systemic effects in bottlenecks and governance
logjams, and our flexibility in allowing for changing structures that can create uncertainty or
discomfort in us if we are easily ego-triggered: the stable hierarchical structures of Traditional-Amber
are in part designed to mollify the relatively fragile identity structure appropriate to that level.
Achievement-Orange makes organizational structure and “reorgs” into a political game of territory
acquisition, rather than a rational, structural design activity to enable legitimate business goals, like
flow. If we can grow ourselves and others beyond this Reactive level, we will enable greater
adaptability in our policies and structures.
8