The document discusses insights from a workshop on lean-agile strategies. It provides several brief statements on topics like: - Transformation is not a project and requires changing organizational culture and systems. - Strategy development must involve the entire organization, partners, and citizens through collaboration rather than just seeking buy-in. - Organizations accumulate debt when existing policies and processes developed for a different time continue without change. - Shared context is key to distributed leadership, decision-making, and gathering insights across an organization.

1. Lean-Agile
Strategy
Insights shared at FWD50 Workshop
November 6, 2019
Larry Cooper and Dan Murphy

2. Most orgs work on the lowest order
problems starting at step 8 in the discovery
process, and then wonder why they failed

3. Transformation is not a
project, and it never was

4. Strategy is a
collaborative game
and involves the entire
organization, your
partners and citizens

5. If “buy-in” from
stakeholders is a
goal, then it is
certain you will
never get it

6. Change is an inevitability of existence - why do
we try to pretend otherwise?

7. What a tangled web we
weave…when we begin
ourselves to
deceive…into thinking
we can plan in
documents

8. What happens when
organizational debt
continues to
accumulate?
The interest is paid
in failed projects

9. Ever wonder how adaptable you
really are?
Adaptability is the new must-have
capability in the Digital Age - both
personal adaptability and
organizational adaptability.

10. Most existing organizational
polices and processes were
developed for a different
time and different way of
leading and managing
Get rid of them or continue
pay the interest until you
do.

11. Change the system.
Change the culture.
And that starts with the
system we use for
change...

12. The trick is being able to continuously
sense, understand, and then adapt or
pivot your strategy every 90 days

13. Shared context is the enabler for
distributed leadership, distributed
decision-making and insight gathering
Context curation is how we create
and maintain shared context

14. Portfolio and Programme
management are most
useful as organizing
structures, rather than as
organizational structures

15. There is no such thing as a
"best practice" that works
everywhere.
Every context is different in
some way

16. Sometimes the best insights and ideas
come from the places you least expect it.
Great ideas and insights are not a role, title
or an age group

17. Context isn't everything. It's the
only thing.
Without shared context we cannot
see how we fit and contribute.

18. The tendency to jump straight to solutions is an
urge that must be resisted if you want your
organization to become and remain resilient
and sustainable over the long run

19. Organizations are a bucket of
constraints
How big and heavy your bucket is,
determines how adaptable you can be,
hence how much agility you can have

20. Executives need to master two things.
Strategic discovery.
Leading by surrendering control.

21. How adaptable is your organization?
Take our survey
https://s.surveyplanet.com/241p5aEQ