Introduction by Mishkin Berteig, Agile and Lean Expert
Leading to Real Agility is about how leaders including executives and senior managers help their organization achieve great business results and a great corporate culture. This video introduces the topics of our next series of videos.
Leading to Real Agility requires leaders to take on three core responsibilities related to the overall change process. This video briefly explains those three responsibilities.
Communicate the Vision
Leading to Real Agility requires a that you communicated the vision for change. The four key concepts of this responsibility are described in this video.
Leading by Example
Leading to Real Agility requires that those who are in charge of an organizational change must be the very first people to adopt the change themselves! Leading by example is a strong motivator and a proof of practice for those in the organization who may doubt the value of the change.
Change Your Organization
Leading to Real Agility involves dramatic change over time to your organization. Understand how change occurs over time and the tools you use to change.
Environment for Change
Leading an organization to Real Agility requires creating the environment that supports change. This video outlines some of the key concepts a leader must consider in supporting change.
Real Agility Practices
Leaders must be able to apply the twelve Real Agility Practices in order to create teams and organizations that produce incredible results and have a great work environment. These practices apply at all levels of work from the individual, to team, to program or line-of-business, all the way up to the executive and governance levels of an enterprise.
Choosing a Change Approach
Leaders can help their organization change by making sure that the change approach is compatible with organizational circumstances. This video outlines 8 approaches to change depending on the urgency of change.
Leaders can make culture visible by understanding the artifacts and espoused values found in the organization. This awareness is the foundation of change.
Change Adoption Curve
Different people adopt change at different rates and under different circumstances. This video presents a model for thinking about the progress of change within an organization and ends with a cautionary note!
Leaders often have a tough job with sub-optimal time allocation. How much time do you spend on workforce management, firefighting, staff improvement and process improvement?
Handling Resistance and Laggards
Some people will resist change or be much slower than others to adopt change. These people can be supported, but how?
Choosing a Pilot Project
Getting started with Real Agility requires understanding how to choose the first project to apply the principles and practices of Real Agility. This video explores the factors that go into choosing this critical first project.
Real Agility at Scale
Working with many people and many teams requires coordination and communication systems. This video outlines five options for working at scale.
Real Agility isn’t just about IT and software development. Real Agility needs to move into all parts of the organization.
Leading to Real Agility requires developing your own personal capabilities and capacities at a higher level. This is challenging but can be done systematically.
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Learn more about our REALagility program.