By

jim

Micro & Macro Agility

You’re going through your day as you always have for so many years, you go to perform a task that requires a little extra exertion, and you fall to the floor. The presenting cause is evident to the first responders—you’ve suffered a cardiac episode. The cardiologist diagnoses you as having arteriosclerosis and schedules you for...
Read More

Leading Organizational Change from the Middle-Out

There is a myth that organizational change, which is to say, cultural change, will be successful only if it is done top-down, led by the CEO, and has broad, if not total, buy-in. This is wrong. The most successful organizational changes occur from the middle-out, by a motivated and enlightened leader of some smaller organization...
Read More

The Case for Organizational Agility

Over the course of my career, I have created nine new organizations at various levels (four were my own companies); I have renovated four others that were under-performing; and I have redesigned two that were performing well enough, but were not properly tooled for the challenges headed their way. From my experience, I can tell...
Read More

Separating Signal from Noise – Part Two

To continue from Part 1… We are constantly being peppered, assaulted really, with things competing for our attention, and there is no sign that the universe is going to let up on us. I am generally regarded as someone who is technologically progressive, but you will not find me on any social media other than...
Read More

Separating Signal from Noise – Part One

There are two clues that someone doesn’t know what they’re talking about. The first is that they use an excessive number of variables and factors to explain the problem. The second is that they turn a legitimately complex situation into something overly simple—this is probably the most common way of demonstrating ignorance of the subject...
Read More

Leaders in Organizational Agility

Based on our decades of experience in creating organizational agility in real life, there are six properties that organizations that are leaders in agility will possess. First, those organizations that are leaders in agility, don’t merely meet their customer’s requirements, they produce products/services that create customer requirements to which competitors must respond, because this is...
Read More

Characteristics of an Agile Organization

Based on our decades of experience in creating organizational agility in real life, we’ve found that there are six characteristics that agile organizations possess. First, and foremost, agile organizations start with, “Why?” Agile organizations understand the purpose of their work—the noble purpose of their work. Achieving an ROI or EBITDA or EPS does not mobilize...
Read More

The Leadership Challenge of Gradual Change

Are you familiar with the boiled frog analogy? If you place a live frog in a pan of boiling water, the frog will immediately jump out. Smart. Right? However, if you place a frog in a pan of room temperature water, and all other conditions are comfortable, it will settle in. And if all other...
Read More

Idiots in the Agile Movement

I worry that the Agile Movement is suffering from what I have come to call the “specialist syndrome,” and I worry about it growing into a plague. When I teach my class, “Design for Organizational Agility,” I talk about an organizational disease called the “specialist syndrome.” When what someone is doing and how they are...
Read More

A Special Message to Internal Service Providers

A Special Message to Leaders of Organizations Providing Internal Services within a Larger Organization If you are leading an organization that provides internal services within a larger organization (e.g., a company’s internal organizations such as IT, Accounting, Tax, HR, Legal, Facilities, etc.), whether you realize it or not, you are in a competitive situation. And...
Read More
1 2