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Leading Through Continuous Change

Harvard Business

Masinter June 23, 2025 Illustration by Rose Wong Summary. Leer en español Ler em português Post Post Share Save Print The amount and pace of organizational change today is staggering. Change is no longer episodic; it is continuous—and people are tired. Masinter is an executive editor at Harvard Business Review.

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How to Avoid the Churn That Comes with Agility

Harvard Business

Leaders today know that they need to be agile — to change direction quickly in the face of changing or uncertain conditions. But a byproduct of agility is churn: The confusion and demotivation that comes from many such pivots. This can cause inefficiency that bogs down innovative projects and strategies.

Agile 247
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An Agile Approach to Change Management

Harvard Business

Six lessons on moving quickly under pressure.

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How Agile Teams Can Help Turnarounds Succeed

Harvard Business

Agile — the management approach that relies on small, entrepreneurial, close-to-the-customer teams — has a reputation that reflects its rapid adoption in software development. For these reasons, modern crisis teams are turning from command-and-control systems to more adaptive, agile approaches.

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What Lifecycle or Agile Approach Fits Your Context? Part 7, Lifecycle Summary

Johanna Rothman

Solving Deterministic Problems Does Not Require an Agile Approach. And, you might need both, which is why many projects use some sort of iterative and incremental (but not agile) lifecycles. And, if management wants to be able to change what the team does frequently, you need an agile approach , with the requisite culture changes.

Agile 124
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What Lifecycle or Agile Approach Fits Your Context? Part 1, Serial Lifecycles

Johanna Rothman

Are you trying to make an agile framework or approach work? Maybe you've received a mandate to “go agile.” Or, maybe you're trying to fit an agile framework into your current processes—and you've got a mess. I've seen plenty of problems when people try to adopt “agile” wholesale.

Agile 119
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Change Velocity: How Fast Can Organizations Change

LSA Global

Change Velocity: How Fast Should Organizational Change Be? The Critical Balance Between Urgency and Absorption We know from change management training that organizational change is not just about what needs to change — it’s also about how fast the desired changes should happen.

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