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Cracking the Agility Code

the agility code

From My First Book, Question #1:

From My Second Book, Question #2:

From My Second Book, Question #2:

"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?"

From My Second Book, Question #2:

From My Second Book, Question #2:

From My Second Book, Question #2:

 “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 Answer:

The Answer:

The Answer:

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.


  • Agile is prone to a lot of misinterpretation.  Most people think that entrepreneurial start-ups are implicitly agile and large corporations implicitly aren't.  Wrong, that's a mental trap.
  • Agility requires systems thinking, as an and-proposition of science and art, not over structured and not under structured,   tight and loose, all at the same time.
  • Agility is a 3D challenge, not 2D which is where most people are unconsciously stuck, with an acute journey-orientation emerging as the 3rd and primary dimension of the challenge. 

The Answer:

The Answer:

The Answer:

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.

 

  • Agile is an expanding universe of inspiration and insights, much of which is prone to being too academic, purist or old stuff re-sprayed as agile.  It is hard to differentiate the signal from the noise.
  • Agile is a transaction-flow with your future and the challenge is to simultaneously understand the essence of that flow and the system of transactions.
  • It is hard for CEOs to know where and how to start the journey to becoming more agile as an enterprise.   It requires architecting a breakthrough journey. 

answering the two questions

The Agility Code: A to Z

The Agility Code: A to Z

The Agility Code: A to Z

(See a Subset Below)

The Agility Code: 1 to 16

The Agility Code: A to Z

The Agility Code: A to Z

(See a Subset Below)

A: Agility is King!

A: Agility is King!

A: Agility is King!

We used to say "cash is king".  Not any more.  Agility is king and cash is just a way of keeping score!

1 Transaction Flow

A: Agility is King!

A: Agility is King!

The essence of agility is a transaction-flow with your future, which I call Agile C2C: Conversation-Flow to Cash-Flow

B: Become Students of Agility

B: Become Students of Agility

B: Become Students of Agility

The learning journey to mastery of anything complex is long and arduous, but it begins with a first step.  

2 Camps

B: Become Students of Agility

B: Become Students of Agility

There are 2 camps of teams, leaders and organizations.  The fragile majority and the agile minority.

C: Conversation-Flow to Cash-Flow

C: Conversation-Flow to Cash-Flow

C: Conversation-Flow to Cash-Flow

The essence of the agility challenge is Agile C2C:  Conversation-Flow to Cash-Flow.  Where your conversation-flow goes, your cash-flow follows.

3 Dimensions

C: Conversation-Flow to Cash-Flow

C: Conversation-Flow to Cash-Flow

Agility is a 3D challenge, but the majority of leaders, teams and organizations are stuck in 2D, which is their comfort zone.  Accepting the demands of the 3rd dimension and stepping up to them is the first step.

D: Diagnosis & Treatment

D: Diagnosis & Treatment

D: Diagnosis & Treatment

The key is to diagnose the quantity, quality and cadence (QQC) of your conversation-flow and cash-flow and plan iterative treatment actions to experiment with.

4 Core Concepts

D: Diagnosis & Treatment

D: Diagnosis & Treatment

At the heart of agility there are just 4 core concepts to understand and internalize.

E: Everyday Agile Leaders

5 Attributes of Agility to Change Your Relationship With … The 5 Roles of Everyday Agile Leaders

5 Attributes of Agility to Change Your Relationship With … The 5 Roles of Everyday Agile Leaders

Everyday Agile Leaders change their relationship with key attributes of agility, to change the trajectory of their conversation-flow, their cash-flow and their future.

5 Attributes of Agility to Change Your Relationship With … The 5 Roles of Everyday Agile Leaders

5 Attributes of Agility to Change Your Relationship With … The 5 Roles of Everyday Agile Leaders

5 Attributes of Agility to Change Your Relationship With … The 5 Roles of Everyday Agile Leaders

These feed into the 5 attributes of agility to change your relationship with.  These become the basis for the 5 roles of everyday agile leaders. 

F: Future-Proofed & Recession-Ready

F: Future-Proofed & Recession-Ready

F: Future-Proofed & Recession-Ready

In particular, driving more conversation-flow about scenario thinking and planning is essential, to change their relationship with luck, which is the biggest attribute of agility.  Luck is where preparation meets opportunity kind of thing, and many teams and leaders are woefully under-prepared.

6th Sense

F: Future-Proofed & Recession-Ready

F: Future-Proofed & Recession-Ready

Ultimately, things gel into an intuition, instinct and wisdom about agility, achieving a progressive level of mastery which becomes a 6th sense.

K: KISS of Death

K: KISS of Death

K: KISS of Death

Not least of all because agility is complex, most people massively over-simplify it.  Keep It Simple Stupid (KISS) kind of thing, which can be the kiss of death!  Because there are 2 kinds of simple.  Stupid simplicity which ignores complexity and elegant simplicity which embeds complexity.

7 Barriers

K: KISS of Death

K: KISS of Death

There are 7 barriers which keep the majority of leaders, teams and organizations locked up in fragility not breaking through to agility.

U: Unlocking the Gridlock

13 Component Parts of an Agility Operating System (AOS)

13 Component Parts of an Agility Operating System (AOS)

Taking an overly simple approach to agility results in us feeling overwhelmed and gridlocked, with too much to do and too little time.  The trick is to unlock the gridlock and reinvest progressively in getting more organized for agility.  Easier said then done as it requires architecting a breakthrough.

13 Component Parts of an Agility Operating System (AOS)

13 Component Parts of an Agility Operating System (AOS)

13 Component Parts of an Agility Operating System (AOS)

Everything comes together as an Agility Operating System comprising 13 component parts,  integrated, aligned and attuned for agility.

V: Vehicle which is Fit for the Journey Challenge

16 (4X4) Success Factors for Integrating, Aligning & Attuning Agility Enterprise Wide

16 (4X4) Success Factors for Integrating, Aligning & Attuning Agility Enterprise Wide

All adding up to a vehicle which is fit for the journey challenge, translating agile strategy and agile execution into traction, avoiding wheel-spin, on your desired trajectory of profitability & growth.

16 (4X4) Success Factors for Integrating, Aligning & Attuning Agility Enterprise Wide

16 (4X4) Success Factors for Integrating, Aligning & Attuning Agility Enterprise Wide

16 (4X4) Success Factors for Integrating, Aligning & Attuning Agility Enterprise Wide

Enterprise Agility requires the adoption of the beliefs, behaviors and results of the Agility Operating System (AOS) framework, enterprise wide and enterprise deep, which is a transformation journey with 16 (4X4) success factors,  to be an off road vehicle which is fit for their journey challenge, constantly assessing, iterating and evolving. 

Become a Student of Agility

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