Four key behaviours increase business agility. But be warned, you need to know how to encourage and reward them if you want agile’s outcomes of faster to market and improved ability to pivot.
What is an agile culture? How do you recognise an agile enterprise – one that’s gone through a true digital transformation? Some would point to post-it notes, others would highlight the dedicated team spaces decorated in their team symbols. Others would point to the posters around the office, heralding innovation. Unfortunately, these won’t make you agile.
Agile IQ® is an effective way to measure agile culture. Overall, it’s an effective leading indicator of the changes to mindset, behaviour and culture that’s needed to ensure that your investment in your agile enterprise is on track to deliver the results you need.
Agile is a mindset. You hear it all the time. But what does an agile mindset mean? What actions and behaviours should you see from an enterprise that has an agile mindset?
Scaling is challenging and one of the key reasons agile initiatives fail is that the culture of the organisation is at odds with agile mindset and agile principles. But the next key factor is management support. So we knew that this change needed to be driven and supported by the leadership team in order to be successful.
How can you rapidly scale the ability to pivot to disruptive change? Agile transformations can take 3-5 years. While the bigger the system of work the longer it takes, there are some key activities you can do to lead the change, make it more effective, and make it stick.
To achieve positive changes in behaviour feedback needs to come from a foundation of trust, delivered at the right time, in a private space.
What does it take to be an agile leader? 21st century leaders face a raft of challenges: technological change, disruptive forces in industry after industry, and global competition. What does leadership look like in a VUCA, highly disruptive world?
ZXM was again recognised by APAC CIO Outlook as one of thw Top 10 Agile Solution Providers for the second year in a row. Revitalising
What makes one team Scrumdiddlyumptious whilst another the Killjoys? At LAST Conference this week, I discussed a tale of two new agile teams within the
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