Agile leadership:
factors of success
The last years have seen radical change to the environment in which businesses have had to operate for success. The field is increasingly grasped by VUCA – volatility, uncertainty, complexity and ambiguity. Digitalization, globalization and growth of networking generate a degree of complexity that is increasing exponentially and is no longer manageable by traditional methods of leadership and cooperation. This alters the fundamental rules of creating and gathering value. more
Mental Change? Agile organizations need new »identities«
On the agile triangle (methods, structure, culture), one of the most difficult aspect remains that of cultural change; that is neither new nor surprising. What we call culture is a combination of many factors that cannot be grasped by causal thought and are therefore hard to influence by the usual methods of change management. Culture is not a thing that we change, it is something we live, that we bring to life by ourselves and our interaction with others. more
Agile organizations and their growing pains
The group was silent. They stayed silent, even as the inviting manger tried to send an optimistic and constructive message. Questions were ignored or answered with vague and irrelevant responses. Although the conversation livened up a little in smaller groups, it still lacked clear statements that would have explained this highly unusual behaviour for a group in a work environment. I was faced with the remnants of a group, and an organization, in the aftermath of a failed agile experiment: silence, disappointment, sadness, discord. What had gone wrong? more