An executive path to authentic sustainable agility

1. "hit delete"
john coleman
@johncolemanirl
SUPPORTS FOR
SUPPORTS FOR
SUPPORTS FOR
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS

2. SUPPORTS FOR
SUPPORTS FOR
SUPPORTS FOR
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
team
team of teams
agile role/accountability
lean role/accountability
product manager
product leader
manager
leader
agility coach
agility trainer
scaling practitioner/coach
de-scaling practitioner/coach
executive

3. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
if you're brilliant and talented you
don't need what I have to show you
#ignore

4. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
but do check out thought leaders
acknowledged here ...

5. SUPPORTS FOR
SUPPORTS FOR
SUPPORTS FOR
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
inpsired by conversations with ...
Angie Main, Andrzej Zińczuk, Andy Carmichael, Ben
Maynard, Bjarte Bognes, Brendan Wovchko, carolyn
mumby, Charles Bradley, christiaan verwijs, Daniel
Doiron, daniel russo, Daniel Vacanti, Dave Snowden, Dave
West, David Dame, denise pereira carvalho, Don McGreal,
Erich R. Bühler, Erik Weber, Fin Goulding, Haydn
Shaughnessy(RIP), Jackie Thoms, jared spool, Jill Graves,
joshua seiden, John Seddon, klaus leopold, Kurt Bittner,
Laurens Bonnema, Liz Keogh, Mark Noneman, Marshall
Goldsmith, marty cagan, Mike Burrows, Nader Talai, pia-
maria Thorén, Robert annis, rob kinnerfelt, Ron Eringa,
ryan ripley. Steve Porter, steve tendon, and Thomas
Power.
and wonderful leaders & coaches I worked with

6. SUPPORTS FOR
SUPPORTS FOR
SUPPORTS FOR
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
owns the strategy or sets the direction of travel
justifies investment
Executive (n): Person or group appointed and given the responsibility to
manage the affairs of an organization and the authority to make decisions
within specified boundaries.
a person who:

7. SUPPORTS FOR
SUPPORTS FOR
SUPPORTS FOR
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
someone at CxO level, someone reporting to a CEO, a chairwoman
a board member for a large organization (>1000 people).
a regional president or one of her reports for an overall 100,000
person + organization.
a board member of a Fortune 500 organization
a government minister/secretary
a chairwoman of a global non-profit organization
an executive leader for a chunk of the organization
a leader within a division of a large firm,
a leader within a small/medium-sized firm
her -1s
her coach
Executives for the context of this talk include:

8. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
the big lie

9. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
"you are empowered"

10. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
until you're not

11. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
"Deletion" in this context does not mean
completely remove
(although that would be nice:)
Deletion means far "less of"
to an extent it's rare

12. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY

13. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Decisions with perfect information
Fixed price Fixed Scope
Demands
Lack of
prioritization
(sequencing)
of the work
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Complacency
in relation to
improvement
& learning
unpicking decisions
delayed minutes

14. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Decisions with perfect information
Fixed price Fixed Scope
Demands
Lack of
prioritization
(sequencing)
of the work
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Complacency
in relation to
improvement
& learning
unpicking decisions
delayed minutes
without these deletions teams
won't see the point of agility

15. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Decisions with perfect information
Fixed price Fixed Scope
Demands
Lack of
prioritization
(sequencing)
of the work
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Complacency
in relation to
improvement
& learning
unpicking decisions
delayed minutes
where to start?
immediate minutes
probabilistic forecasts
review flow analytics
9 minutes @ 9am learning
try

16. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Growth constraint blindness
Lack of (agility)
discipline
Delusions of
predictability
Utilization hurting flow
"Inflicting help"
Focus on
"star performers"
Leader broadcasts
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Passive risk management
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
promoting "the old guard"

17. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
without these deletions
it's one foot on the brake,
one foot on the gas
Growth constraint blindness
Lack of (agility)
discipline
Delusions of
predictability
Utilization hurting flow
"Inflicting help"
Focus on
"star performers"
Leader broadcasts
Passive risk management
promoting "the old guard"

18. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Growth constraint blindness
Lack of (agility)
discipline
Delusions of
predictability
Utilization hurting flow
"Inflicting help"
Focus on
"star performers"
Leader broadcasts
Passive risk management
promoting "the old guard"
where to start?
recruit/promote with agility in mind
listen, really listen
let non-experts start work
clear guidance for non-teams
get informed on complexity

19. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Decisions with perfect information
Growth constraint blindness
Fixed price Fixed Scope
Lack of (agility)
discipline
Demands
Delusions of
predictability
Utilization hurting flow
"Inflicting help"
Focus on
"star performers"
Leader broadcasts
Lack of
prioritization
(sequencing)
of the work
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Passive risk management
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Complacency
in relation to
improvement
& learning
promoting "the old guard"
unpicking decisions
delayed minutes

20. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Short lived teams
Ruthlessness with people
Push system
Local optimization
Imposition
Short-term suppliers
Commitment = Guarantee
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Lack of cognitive diversity
Lack of goal orientation

21. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
without these deletions the
environment lacks humanity
Short lived teams
Ruthlessness with people
Push system
Local optimization
Imposition
Short-term suppliers
Commitment = Guarantee
Lack of cognitive diversity
Lack of goal orientation

22. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Short lived teams
Ruthlessness with people
Push system
Local optimization
Imposition
Short-term suppliers
Commitment = Guarantee
Lack of cognitive diversity
Lack of goal orientation
where to start?
let teams coordinate at value stream level
product teams
talk to customers/users regularly
ruthless with value, compassionate with people
invitation
focus on aging

23. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Short lived teams
Decisions with perfect information
Growth constraint blindness
Ruthlessness with people
Push system
Fixed price Fixed Scope
Lack of (agility)
discipline
Local optimization
Demands
Delusions of
predictability
Utilization hurting flow
Imposition
"Inflicting help"
Focus on
"star performers"
Leader broadcasts
Lack of
prioritization
(sequencing)
of the work
Short-term suppliers
Commitment = Guarantee
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Passive risk management
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Lack of cognitive diversity
Complacency
in relation to
improvement
& learning
promoting "the old guard"
unpicking decisions
delayed minutes
Lack of goal orientation

24. Project teams
Initiative budgets
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Scaling
Individual meritocracy
Over-milking the cow
"Build it and they will come"
Big bet as the norm
"customer/
consumer
centric" bs
Long-lived impediments
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Efficiency tunnel vision
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
People in the wrong seats on the bus

25. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Project teams
Initiative budgets
Scaling
Individual meritocracy
Over-milking the cow
"Build it and they will come"
Big bet as the norm
"customer/consumer centric" bs
Long-lived impediments
Efficiency tunnel vision
People in the wrong seats on the bus
without these deletions
it's a feature factory

26. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Project teams
Initiative budgets
Scaling
Individual meritocracy
Over-milking the cow
"Build it and they will come"
Big bet as the norm
"customer/consumer centric" bs
Long-lived impediments
Efficiency tunnel vision
People in the wrong seats on the bus
where to start?
focus on fixing problems
more regular funding cycles
compassionate dissent
discover to deliver
get out of the building
experiment when risk is high
customer/user interviews
self-designing teams

27. Project teams
Initiative budgets
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Scaling
Short lived teams
Individual meritocracy
Decisions with perfect information
Growth constraint blindness
Ruthlessness with people
Push system
Fixed price Fixed Scope
Lack of (agility)
discipline
Local optimization
Over-milking the cow
Demands
Delusions of
predictability
Utilization hurting flow
Imposition
"Inflicting help"
"Build it and they will come"
Focus on
"star performers"
Leader broadcasts
Lack of
prioritization
(sequencing)
of the work
Short-term suppliers
Big bet as the norm
"customer/
consumer
centric" bs
Long-lived impediments
Commitment = Guarantee
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Efficiency tunnel vision
Passive risk management
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Lack of cognitive diversity
People in the wrong seats on the bus
Complacency
in relation to
improvement
& learning
promoting "the old guard"
unpicking decisions
delayed minutes
Lack of goal orientation

28. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Managerial only career path
Leaders pushing impediments
back down to teams
Data-less decisions
Ill-suited processes/workflows
100/100 over 80/20
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
"Better Faster Cheaper"
Lack of technical excellence
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS

29. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Managerial only career path
Leaders pushing impediments
back down to teams
Data-less decisions
Ill-suited processes/workflows
100/100 over 80/20
"Better Faster Cheaper"
Lack of technical excellence
without these deletions
potential is more limited
than it could be

30. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Managerial only career path
Leaders pushing impediments
back down to teams
Data-less decisions
Ill-suited processes/workflows
100/100 over 80/20
"Better Faster Cheaper"
Lack of technical excellence
where to start?
treat initiatives as bets
data-informed decision making
technical coaches mob/swarm with teams
de-scale processes & flows
non-experts learning/doing crucial work

31. Project teams
Initiative budgets
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Scaling
Short lived teams
Individual meritocracy
Managerial only career path
Decisions with perfect information
Growth constraint blindness
Ruthlessness with people
Push system
Fixed price Fixed Scope
Lack of (agility)
discipline
Local optimization
Over-milking the cow
Demands
Delusions of
predictability
Utilization hurting flow
Imposition
Leaders pushing impediments
back down to teams
"Inflicting help"
"Build it and they will come"
Data-less decisions
Focus on
"star performers"
Leader broadcasts
Lack of
prioritization
(sequencing)
of the work Ill-suited processes/workflows
Short-term suppliers
Big bet as the norm
100/100 over 80/20
"customer/
consumer
centric" bs
Long-lived impediments
Commitment = Guarantee
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
"Better Faster Cheaper"
Lack of technical excellence
Efficiency tunnel vision
Passive risk management
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Lack of cognitive diversity
People in the wrong seats on the bus
Complacency
in relation to
improvement
& learning
promoting "the old guard"
unpicking decisions
delayed minutes
Lack of goal orientation

32. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
New leadership positions
Dependency management
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
Targets
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
harming environment

33. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
without these deletions
we lose customers
New leadership positions
Dependency management
Thinking about the past
Targets
harming environment

34. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
New leadership positions
Dependency management
Thinking about the past
Targets
harming environment
where to start?
expand definition of the product/service
leadership without being a position
trends
congruent purpose
goals in multiple time horizons
"slice of cake" teams

35. Project teams
Initiative budgets
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Scaling
Short lived teams
Individual meritocracy
Managerial only career path
Decisions with perfect information
Growth constraint blindness
Ruthlessness with people
Annual budgets
Push system
Fixed price Fixed Scope
Lack of (agility)
discipline
Local optimization
Over-milking the cow
New leadership positions
Demands
Delusions of
predictability
Utilization hurting flow
Imposition
Leaders pushing impediments
back down to teams
"Inflicting help"
"Build it and they will come"
Data-less decisions
Focus on
"star performers"
Leader broadcasts
Lack of
prioritization
(sequencing)
of the work Ill-suited processes/workflows
Short-term suppliers
Big bet as the norm
100/100 over 80/20
"customer/
consumer
centric" bs
Dependency management
Long-lived impediments
Commitment = Guarantee
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
"Better Faster Cheaper"
Lack of technical excellence
Thinking about the past
Targets
Efficiency tunnel vision
Passive risk management
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Lack of cognitive diversity
People in the wrong seats on the bus
Complacency
in relation to
improvement
& learning
promoting "the old guard"
unpicking decisions
delayed minutes
harming environment
Lack of goal orientation

36. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Backlogs
Unsustainability
Appreciation of ego
Any hint of a lack of
diversity & inclusion
Transformations
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
5-day week
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS

37. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Backlogs
Unsustainability
Appreciation of ego
Any hint of a lack of
diversity & inclusion
Transformations
5-day week
without these deletions
we lose our best employees

38. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
where to start?
Backlogs
Unsustainability
Appreciation of ego
Any hint of a lack of
diversity & inclusion
Transformations
5-day week
appreciation of compassion
change & learning is part of what we do every day
4-day week
authentic recruitment
customer - what would you like next?
focus on customer/user jobs

39. Project teams
Initiative budgets
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
Leader commits
Scaling
Short lived teams
Backlogs
Individual meritocracy
Managerial only career path
Decisions with perfect information
Growth constraint blindness
Ruthlessness with people
Annual budgets
Push system
Fixed price Fixed Scope
Lack of (agility)
discipline
Local optimization
Over-milking the cow
Unsustainability
Appreciation of ego
New leadership positions
Any hint of a lack of
diversity & inclusion
Demands
Delusions of
predictability
Utilization hurting flow
Imposition
Leaders pushing impediments
back down to teams
Transformations
"Inflicting help"
"Build it and they will come"
Data-less decisions
Focus on
"star performers"
Leader broadcasts
Lack of
prioritization
(sequencing)
of the work Ill-suited processes/workflows
Short-term suppliers
Big bet as the norm
100/100 over 80/20
"customer/
consumer
centric" bs
Dependency management
Long-lived impediments
Commitment = Guarantee
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
"Better Faster Cheaper"
Lack of technical excellence
Thinking about the past
Targets
Efficiency tunnel vision
5-day week
Passive risk management
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
Lack of cognitive diversity
People in the wrong seats on the bus
Complacency
in relation to
improvement
& learning
promoting "the old guard"
unpicking decisions
delayed minutes
harming environment
Lack of goal orientation

40. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
executive

41. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
organization

42. DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
DELETIONS REQUIRED TO GET TO
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
AUTHENTIC SUSTAINABLE ORGANIZATIONAL AGILITY
Thinking about the past
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
C-SUITE EXEC CONSCIOUSNESS
check out the xagility podcast
https://linktr.ee/johncolemanagile
Q&A