Five Fifty: Agility at the top

McKinsey

Want a more agile company? Become a more agile leader. Leadership

Agile 81

Five Fifty: Agility at the top

McKinsey

Want a more agile company? Become a more agile leader. Leadership

Agile 44

Agile is not the same as Agility

Kates Kesler

I was recently invited to speak to a leadership team and explain the difference between Agile and Agility. The … Blog

Agile 50

Leadership in innovation needs innovation in leadership

McKinsey

As businesses face evolving challenges, four aspects of leadership will become dramatically more important: insight, integrity, courage, and agility. Our Insights

Agile 79

Inarticulate Ramblings is merging with an Agile Gorilla!

Ben de Haldevang

My new venture, The Agile Gorilla is the result of the above merger. See here for a link to our first piece of thought leadership, written by my colleague, David Boyd, ‘ Why the method in mergers and acquisitions is madness ‘ As ever, I’d love to hear from you…thoughts, comments, criticisms, all are welcome. Good morning / afternoon friends, ex-colleagues, family members (!)

Agile 43

Best Business Books 2017: Leadership

Strategy+Business

Sally Helgesen writes that this year's best business books on leadership hammer home the importance of such human values as flexibility, humility, and courage.

Make Your Strategy More Agile

Harvard Business

Originating from agile software development, the sprint has entered the business mainstream as an increasingly popular means to accelerate business model, product, or service innovation. They allow a company to be more agile and to more effectively adapt to digital disruption. The company wanted to clarify its launch strategy for a new product, so I created an intense one-day workshop for the leadership team to move them quickly from exploration to formulation.

Agile 44

The Best Strategic Leaders Balance Agility and Consistency

Harvard Business

I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility. On the other side of the spectrum, great leaders are agile. These leaders must pivot when needed, and agility requires that they be intellectually curious, ready to learn from others, communicative, collaborative, and willing to change. But just as consistency can become rigidity, agility can become a lack of focus when it isn’t tempered by consistency.

Agile 54

Maximizing Agility and Leverage in the Global Organization

Kates Kesler

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. Enterprise leadership has to make choices across investment possibilities.

Agile 65

How Learning and Development Are Becoming More Agile

Harvard Business

Our research at the Agile Talent Collaborative reinforces findings from Accenture and other consulting and research firms: the use of freelancers — or agile talents as we call them — is growing, and for reasons that go well beyond cost efficiency. ” It means that training is going to have to be just as agile as the workforce — where speed, flexibility, and innovation are key. For example, Qualcomm includes its agile talent when the team is in training.

Agile 47

How to Make Agile Work for the C-Suite

Harvard Business

Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. Companies like ANZ, the Australian-based banking giant, have made explicit commitments to adopt agile principles , while others like Zappos, are on the bleeding edge of organizational transformation. The CEO and his leadership team share a joint table.

Agile 30

Will artificial intelligence make you a better leader?

McKinsey

Agile leadership and AI both depend on learning to let go. Insights on Organization

Agile 113

How HR Can Become Agile (and Why It Needs To)

Harvard Business

If software has eaten the world, then agile has eaten the software world. While initially designed to improve the responsiveness of software development teams, more recently agile has become the default team-based operational model for companies big and small, across industries and sectors, with the promise of a substantial and sustained spike in team productivity and efficiency. The bulk of this agile canon will teach your individual teams to deliver higher-quality code, faster.

Agile 33

How to Build Disruption Tolerance In Times of Intense Uncertainty

Cheryl Cran

The more flexible and agile your mind the more quickly you can adapt to a new change or situation. Most people have never received training, support or coaching on how to be an agile and adaptable person. Mergers, acquisitions, hurricanes, oh my!

Agile 29

The #1 Secret to Leadership Development Program Success

Cheryl Cran

CEO’s and leaders want to know the number one secret to a leadership development programs success. A recent McKinsey report states that in the US $14 billion is spent on leadership programs annually. If you Google ‘leadership development programs’ there are over 11 million results. With the abundance of leadership training programs available how does a CEO and the leadership development team know whether the programs that are selected will stick?

How New Managers Can Send the Right Leadership Signals

Harvard Business

At this juncture, what you think, what you say, and how you show up — in effect, your leadership presence — can have a direct impact on those you are now leading and managing for the first time. So, as a new manager, how do you build an authentic and connected leadership presence that has a positive impact on your team and colleagues? Set a leadership values-based goal. Leadership presence is therefore an “and/both” versus an “either/or.”

Global Companies Need to Adopt Agile Pricing in Emerging Markets

Harvard Business

Country and regional leadership teams should ask: 1) What is our broad objective in this market? One day in December 2014, Sergey, the Russia general manager for a multinational consumer goods company, was up early in the morning, watching the ruble’s value slide by the minute. As the currency was crashing, he found himself facing a painful dilemma: either raise prices to recoup the losses and hit his annual target — set in U.S.

Agile 47

Digital strategy: The four fights you have to win

McKinsey

Yesterday’s tentative approaches won’t deliver; you need absolute clarity about digital’s demands, galvanized leadership, unparalleled agility, and the resolve to bet boldly.

Agile 114

Aligning Organization Design and Leadership Talent

Kates Kesler

Alignment of leadership characteristics with the market and the organization model may be the single biggest driver of successful re-organization initiatives. Covidien, the medical devices leader, has made a lot of effort to differentiate organization design and leadership talent across the business units in its portfolio, from commodity medical supplies to high-growth and acquired start-up business units. Talent management and organization design are powerful allies.

Why Leadership Development Isn’t Developing Leaders

Harvard Business

Edelman estimates that one in three employees doesn’t trust their employer — despite the fact that billions are spent every year on leadership development. Part of the problem: Our primary method of developing leaders is antithetical to the type of leadership we need. The vast majority of leadership programs are set curricula delivered through classroom-taught, rationally based, individual-focused methods.

As Work Changes, Leadership Development Has to Keep Up

Harvard Business

As work itself is changing, some of the basic tenets of leadership development are being challenged. And while that is a good starting point in helping leaders make new connections, see different patterns and identify opportunities and threats, it does not go nearly far enough in helping organizations develop the leadership muscle required to lead in the new world of work. Mastering digital requires leaders to be agile amid disruption.

Leadership May Not Be the Problem with Your Innovation Team

Harvard Business

We expected people to point the finger at leadership (or lack thereof) to explain their organizations’ innovation struggles. While respondents did note some gaps in leadership effectiveness, they were more likely to highlight opportunities for their team members to improve.

Interview On Leadership With Launi Skinner CEO of First West Credit Union

Cheryl Cran

I had the opportunity to follow up with Launi post event to interview her on leadership, change leadership and more. Where credit unions have the advantage is that we are agile and first to market with many things such as ATM’s, pictures of checks etc. We need to be agile and ready to adapt to the ongoing disruptions. Cheryl: How has your past experience with Starbucks impacted your leadership at First West? That was where I learned about servant leadership.

Agile 21

As AI Makes More Decisions, the Nature of Leadership Will Change

Harvard Business

It is tempting to regard artificial intelligence as a threat to human leadership. There is no reason to believe that leadership will be spared the impact of AI. Indeed, it is very likely that AI will supplant many aspects of the “hard” elements of leadership — that is, the parts responsible for the raw cognitive processing of facts and information. A shift from the hard to soft elements of leadership is not exclusive to the AI age.

Agile 30

Review: Deloitte Global Human Capital Trends 2016

Consultants Mind

You can see on this cutesy graphic here, there at 10 major themes which group into a few buckets: new mission and purpose, new workplace, new HR, new leadership and careers, and new organization. Leadership, the big gap. Learning HR Human Capital Leadership

The ROI of YOU

Joellyn Sargent

The ROI of you is that your business continues to grow and thrive under your agile, energetic and enthusiastic leadership. Leadership leadership roi Never Stop Investing in Yourself.

ROI 202

David Scott on Smarter Data People Podcast

Consultants' Consultant

Consultants Consultant: David Scott and his agile teams are doing some very interesting work with traffic data at RMS. David shares insights on how agile is building a happy, collaborative team at RMS, his leadership hacks and what he looks […].

Agile 52

Future of Work – Reverse Mentoring By Millenials

Cheryl Cran

The future of work requires leaders who are agile and adaptive and a key component of being both agile and adaptive is the ability to be ‘coached’ or ‘mentored’ without ‘ego’. What do companies like Microsoft , UnitedHealth and Target have in common?

Agile 41

Master the Art of the Business Rebound

Joellyn Sargent

The resilience cycle below illustrates how an agile business anticipates major changes and leaps onto new growth cycles when the time is right. Leadership Managing Strategy leadership management strategy When faced with a business setback, do you bounce back, or just bounce?

Agile 179

Zappos Holacracy and When It’s a Good Thing For People to Leave

Cheryl Cran

The article itself begins to sound alarmist until you read on and recognize that once again CEO Tony Hsieh has shown ‘evolutionary’ leadership by providing an option for people to stay with the new direction or to opt themselves out.

Australia Is An Innovation Laggard (Nigel Lake, Part 10 of 10)

Tom Spencer

They had a similar platform for managing agile software development programs, which is now used in many large companies around the world. And that is about political leadership and business leadership. (Source: Flickr ).

Agile 102

Can Blind Hiring Improve Your Customer Experience?

Joellyn Sargent

It gives organization’s the cohesiveness and agility they need to win in the marketplace. Leadership customer experience customer focus employees hiring recruiting

Future of Work – Where EVERYONE Will be a Leader

Cheryl Cran

In an ILM research report it found that in the future of work teams will need to be agile, communication will need to be swift and decisions will need to be made quickly. The key element for success in a company where everyone is a leader is a culture of ‘shared leadership’.

Agile 28

Why Great Leaders Are Hard to Find

Cheryl Cran

With the increase on focus on technology there is an increased need for extraordinary leadership. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.

Why Big Data Won’t Save You

Joellyn Sargent

In my view, Big Data has joined the club, keeping company with past corporate fads ranging from TQM (Total Quality Management) in the 80s, Business Process Re-Engineering and Six Sigma in the 90s and Lean and Agile in more recent years. Leadership customer experience management strategy

Data 179

Leading Change In a Fast Paced Workplace Is About Mindset

Cheryl Cran

In my work as an evolutionary leadership and change expert I work with leaders ranging from new leaders to senior executive leaders and the one key factor that stands out with master leaders of change is: mindset.

When Saying No Can Improve Profits

Joellyn Sargent

Tools like a stage-gate model for products or an agile development model make incremental choices easier. Saying no is a leadership skill to cultivate. Growth Leadership ManagingIn business, much of the advice leaders get is all about embracing possibilities.

Agile 153

10 Traits of a Great Executive Team

Peter Stark

As you read the following 10 signs of a stellar executive team, reflect on what you are doing correctly and what traits you can incorporate into your leadership to improve. Deal with problems or conflicts quickly: Be vigilant, agile and tenacious when problems or conflicts emerge.

Agile 32

Why “Managing Change” is NOT The Future of Work

Cheryl Cran

The speed and rapidity of technological innovations means that a change management approach is not fast enough or agile enough for the current and future business realities. Managing change is not the way forward to the future of work.

Agile 32

Why Great Leaders Are Hard to Find

Cheryl Cran

With the increase on focus on technology there is an increased need for extraordinary leadership. Leaders who can skillfully maneuver the fast paced change of technology AND have increased agility in leading change and influencing teams to greater results is increasingly hard to find.