How to enable creativity, innovation, and in the meanwhile, avoiding micro-managing?
Are you firstly focused on developing people and then processess and tools?
Are you curios about the talent of you collaborators or colleagues?
Well, you are on the right path towards to become an Agile Light Touch Leader (click here).
Tecna Editrice published one of my article “Decision Making: a framework for today’s leaders [italian]“.
The article is based on the studies coming from Stacey and his matrix about simple, complicated and complex systems and the Cynefin framework created by Snowden.
Click HERE to read it.
January the 27th I help the webinar “Soft skills of an Agile Project Leader” for the PMI Rome Italy Chapter.
Here below the links to the video and presentation.
The PROSCI® ADKAR change management model is one of the most CM methodology used in the world (see previous post for details).
Change Management, still today, is largerly misunderstood when it comes to change any organizational process, approach, system, tool. These innovative stimulus are mostly thought as “simple” substitution of old stuff with new one, underestimating the impact on the people side.
That’s where Change Management comes into play.
The past three days I have been in Milan attending an intensive, challenging but amazing three days course held by Interactive Learning Solutions, about the PROSCI ADKAR Change Management methodology.
I remained astonished of how much knowledge is necessary when dealing with this kind of program: dedicated processes, tools, approaches, which impact on several different areas like communication, project management, leadership, sponsorship, training, coaching.
How Agile & Lean transformations help organizations in achieving business agility?
What are the seeds, foundations, pillars that sustain this goal?
Agile and Lean are effective methodologies which can help in achieving business agility by optimizing the processes involved in the creation of value for customers (Lean) and aligning people, giving them context, vision and resources, to be responsive and creative to build innovative products (Agile).
Let’s see what “business agility” means exactly.
Business agility is the “ability of a business system to rapidly respond to change,
by adapting its initial stable configuration” [Wikipedia]
This system must be responsive enough, to sense a change that is coming and reconfigure its internal structure, to adequately respond and thus finding a new stable balance.
One of the crucial characteristic the system should have is resilience (see previous post).
Let’s elaborate a bit more.
Business agility can be achieved by maintaining and adapting
goods and services to meet customer demands, adjusting to the changes
in a business environment and taking advantage of human resources.
Thus, agility is the ability of an organization to rapidly adapt to market
and environmental changes in productive and cost-effective ways. [Wikipedia]
Human beings are obviously the most important factor an organization has to leverage when it’s time to change.
This is the reason why the agile manifesto states “Individuals and Interactions, over processes and tools” as the first value to achieve agility.
Furthermore, when it’s time to change many factors must be taken in the right account:
- How will people react to this change (change management)?
- What kind of leadership will drive the change (leadership models)?
- How will decisions be made (decision making framework)?
- What tools and techniques will be used to oprimize processes and solve problems (lean thinking)?
The agile enterprise is an extension of this concept, referring to an organization
that utilizes key principles of complex adaptive systems and complexity science
to achieve success. One can say that business agility is the outcome
of Organizational intelligence. [Wikipedia]
Scaling agile accross the enterprise means to enter the land of complexity, where no best neither good rules and receipts exist.
What you can do, as an agile change agent, is to know and experience a lot about:
- change management (kotter, adkar, Satir, etc.),
- decision making (cynefin framework, problem solving, etc.),
- lean thinking (value stream analysis, lean canvas, lean change, lean startup, etc.),
- Agile at team level (Scrum, Kanban, XP, etc.),
- Agile at scale (SAFe, DAD, LESS, etc.),