Signed in as:
Signed in as:
“How do you develop your collective intelligence as an organization, with a peer-powered culture of agility at its heart? How do organizations become collectively unintelligent? ... putting it mildly! How do you launch a turnaround of collective intelligence from unintelligent to intelligent?"
A peer-powered culture of agility is the one and only competitive advantage which has any permanence these days. Everything else is increasingly temporary, increasingly quickly. Probably bigger, faster and sooner than you think.
"I love The One Advantage as an expression of the “Working Together” approach I used at Ford and Boeing. It is the only competitive advantage you really have."
Read more at Agile "Working Together"
“Why, despite all of the Agile inspiration and insights we are now surrounded by, does Enterprise Agility remain as elusive as it has ever been for most leaders?"
The Agility Code, or rather the unbroken Agility Code. Or rather, a lack of understanding of the keys to unlock Agility beliefs, behaviors and results, enterprise wide and enterprise deep, and the reasons why only a minority can and the majority can’t.
Work in Progress.
"Why, despite all of our investments in our businesses (you name it, we do it), do we still experience a lot more Wheel$pin than we should?"
Agility, or rather a lack of Agility. Or rather, a lack of understanding of the whole challenge, the whole problem and the whole solution of Agility, which is a complex operating system that most people over simplify.
Published in 2011 | Out of Print
Crises serve as nasty reminders of fundamental truths which are easy to forget in the best of times and wakeup calls in the worst of times. One truth that is probably front of mind for you right now during the COVID crisis is, “It is not the strongest of the species that survives, nor the most intelligent. It is the most adaptable to change” (Charles Darwin).
We are surrounded by an expanding universe of inspiration and insights about Agility these days, yet enterprise agility can remain as elusive as it has ever been. It can remain an unbroken code, often because of 5 misconceptions.
When Mark Fields became CEO of the Ford Motor Company in 2014, he had some very big shoes to fill. His predecessor, Alan Mulally, had previously led a spectacular turnaround at the automaker, taking the company from record losses in 2006 to record profits in 2014. By 2017, however, the outlook for Ford had changed. Bill Ford, executive chairman of the company, promptly removed Fields from his CEO post.
(I had the great pleasure of comparing notes on Agile with Alan Mulally, pictured above)
We live in a time-compressed world, in which the speed of business and pace of change are constantly accelerating, laced with the risks (and opportunities) of increasing turbulence, uncertainty and volatility. If this environment is not managed, it creates chaos. On the battlefield, Navy SEALs thrive in such chaos and uncertainty, and by learning from their experiences, business leaders can too. (I had the great pleasure of asking my good friend and former Navy Seal Bob Schoultz to help me write this)
We used to say that “cash is king”. Not any more, argues Mike Richardson. Agility is king and cash is just a way of keeping score. Organizational agility — the ability to deal with rapidly changing circumstances while out-executing the competition and stakeholder expectations — is the core differentiator of businesses these days, whether they are competitors or not. It differentiates the winners from the losers, the victors from the victims and the first from the worst.