Agile becomes mainstream software management philosophy and methodology, however, most of organizations are at the stage of doing Agile, not being agile, doing agile is a set of activities; but being agile is the state of mind, the ongoing capability and the culture adaptability. To dig through, why is being agile so hard?
"Agile is a silver mirror, not a silver bullet": You have to do continuous reflection.
It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top. A McKinsey & Company article.
The average lifespan of a company listed in the S&P 500 has shrunk by more than 50 years in the last century, from 67 years in the 1920s to 15 years today, according to Yale professor Richard Foster. Today's rate of change "is at a faster pace than ever," he says. Foster predicts that by 2020, more than three-fourths of the S&P 500 will be companies we don't know about today.
One of the greatest challenges that business leaders and, by extension, their enterprises face is the ability to quickly respond to this constantly accelerating market change and to act as the catalyst of organizational adaptation.
Agility, by definition, is an enterprise's response to change and challenges driven by macro- and micro-economic conditions.
For many people their career can be their primary building block that provides major personal meaning and purpose outside of their family. Lose your job and the question is asked, “Who am I?” or “Why do I exist?
Being made redundant at 40 0r 50 can raise many doubts about life and its purpose. Being fired due to bad economic conditions, company failure or a political power play can be life shattering for many.
Should your life be so defined?
It’s as if you handed your life to the boss or the company that hired you. That is a scary place to be and can be avoided.
Building a personal digital brand can be done in parallel to your job and career.
To see why Bush and so many executives look to Drucker's work for guidance, here are five of the best lessons from the man himself... lessons that may very well change the way you think about business, forever....
Until I set up a small organisation, my experience of managing change had been within large public sector organisations where it often felt like a massive task to work through, planning and implementing best practice and nurturing the right kind of response and flexibility to bring about transformation.
Now, leading a small organisation, I can see how much better they are to react and adapt to the need for change and provided, as the head of the organisation, I play to my own strengths and those of my team, change can happen quickly and with success.
There are a number of practices I’ve found that really help me to make changes within the organisation.
Expecting resistance to change and planning for it from the start of your change management progamme will allow you to effectively manage objections. Understanding the most common reasons people object to change gives you the opportunity to plan your change strategy.
You want to work for a great boss — someone you can respect and learn from. But what if your manager isn’t good at his job? What if you’re more competent or have greater skills? Should you be raising a ruckus or keeping your head down? And how do you get what you need without making your boss look bad?
Can an organisation really be designed? Do people really work that way? Should it not just evolve? Does it apply to highly paid knowledge workers? Should people not just work it out?
There are many who criticise rational design. That believe it either just can’t be done or shouldn’t be. That there is another way and by implication that other way is mutually exclusive to the rational design approach.
I have a huge amount time for this view. Having done my best to understand Economics, I know just how poor ‘we’ are at understanding it. That our tools are so blunt, they are almost useless. Einstein famously wrote on his blackboard at Princeton that:“Not everything that counts can be counted, and not everything that can be counted counts.”It is with this in mind that we preach several core principles in doing effective Micro design:
Like investment bankers, entrepreneurs are always showing off the empty weekend office, their Friday night computer screens, or their holiday weekend completion list. Are we really getting more accomplished or are we damaging our long-term prospects?